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英语翻译A key problem with looking at financial measures alone i
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英语翻译
A key problem with looking at financial measures alone is that it gives only one particular perspective.In fact,it may even lead to poor decision-making.For example,if one of the main performance measures is cost per customer,managers may try to cut costs to such an extent that the customers become unhappy with the products they are buying and will take their business to a competing supplier.In paper P3 we would say that the company has failed to appreciate reputation risk or business risk; in P6 we would say that it has fallen below the threshold competence required.Whichever way we refer to it,the company would now have serious difficulties winning back these customers.
From a P3 point of view,we want to identify whether we're going to fall short of any objectives as soon as possible,so that we can do something about it in time - for example,will we have enough cash to pay our suppliers?We need to be measuring things that give us some idea of what action to take in order to remedy a problem.
Another serious drawback of relying on financial measures alone is that it's hard to do.If we know at the end of month eight that our return on investment is falling below the budget,for example,it's not obvious how we can remedy this.
In the early nineties Robert Kaplan and David Norton published their first work on the balanced scorecard system of measurement,which strives to give an all-round view of an organisation's performance.Let's look at this using a question from the P6 pilot paper (see panel).
In answering the first part of the question we need to consider the big picture:why would the balanced scorecard be useful to the Royal Botanical Gardens?One of the areas in which the balanced scorecard is useful is as a tool for turning the mission of an organisation into quantifiable measures.This allows the organisation to set measures that can be used both by the managers and by the staff.Part of the Royal Botanical Gardens mission refers to "displaying living and preserved collections".This strategic intent can be used to devise appropriate measures.
不要机翻要手翻的谢谢！
英语翻译
A key problem with looking at financial measures alone is that it gives only one particular perspective.In fact,it may even lead to poor decision-making.For example,if one of the main performance measures is cost per customer,managers may try to cut costs to such an extent that the customers become unhappy with the products they are buying and will take their business to a competing supplier.In paper P3 we would say that the company has failed to appreciate reputation risk or business risk; in P6 we would say that it has fallen below the threshold competence required.Whichever way we refer to it,the company would now have serious difficulties winning back these customers.
From a P3 point of view,we want to identify whether we're going to fall short of any objectives as soon as possible,so that we can do something about it in time - for example,will we have enough cash to pay our suppliers?We need to be measuring things that give us some idea of what action to take in order to remedy a problem.
Another serious drawback of relying on financial measures alone is that it's hard to do.If we know at the end of month eight that our return on investment is falling below the budget,for example,it's not obvious how we can remedy this.
In the early nineties Robert Kaplan and David Norton published their first work on the balanced scorecard system of measurement,which strives to give an all-round view of an organisation's performance.Let's look at this using a question from the P6 pilot paper (see panel).
In answering the first part of the question we need to consider the big picture:why would the balanced scorecard be useful to the Royal Botanical Gardens?One of the areas in which the balanced scorecard is useful is as a tool for turning the mission of an organisation into quantifiable measures.This allows the organisation to set measures that can be used both by the managers and by the staff.Part of the Royal Botanical Gardens mission refers to "displaying living and preserved collections".This strategic intent can be used to devise appropriate measures.
不要机翻要手翻的谢谢！
A key problem with looking at financial measures alone is that it gives only one particular perspective.In fact,it may even lead to poor decision-making.For example,if one of the main performance measures is cost per customer,managers may try to cut costs to such an extent that the customers become unhappy with the products they are buying and will take their business to a competing supplier.In paper P3 we would say that the company has failed to appreciate reputation risk or business risk; in P6 we would say that it has fallen below the threshold competence required.Whichever way we refer to it,the company would now have serious difficulties winning back these customers.
From a P3 point of view,we want to identify whether we're going to fall short of any objectives as soon as possible,so that we can do something about it in time - for example,will we have enough cash to pay our suppliers?We need to be measuring things that give us some idea of what action to take in order to remedy a problem.
Another serious drawback of relying on financial measures alone is that it's hard to do.If we know at the end of month eight that our return on investment is falling below the budget,for example,it's not obvious how we can remedy this.
In the early nineties Robert Kaplan and David Norton published their first work on the balanced scorecard system of measurement,which strives to give an all-round view of an organisation's performance.Let's look at this using a question from the P6 pilot paper (see panel).
In answering the first part of the question we need to consider the big picture:why would the balanced scorecard be useful to the Royal Botanical Gardens?One of the areas in which the balanced scorecard is useful is as a tool for turning the mission of an organisation into quantifiable measures.This allows the organisation to set measures that can be used both by the managers and by the staff.Part of the Royal Botanical Gardens mission refers to "displaying living and preserved collections".This strategic intent can be used to devise appropriate measures.
不要机翻要手翻的谢谢！
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