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3In retrospect, Kaplan's serendipitous encounter with the scorecard of Analog Devices Inc: (a semiconductor company based in the Boston area) gave impetus to the emergence of the balanced scorecard (Schneiderman, 2006; Kleiner, 2002). In the aftermath of the discovery of Analog's scorecard the process of building a new theory about non-financial measures complementing financial measures started through innovation action research (Kaplan, 1998).
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With the development of Enterprise Architecture (EA) as a discipline, measuring and understanding its value for business and IT has become relevant. In this paper a framework for categorizing the benefits of EA, the Enterprise Architecture Value Framework (EAVF), is presented and based on this framework, a measurability maturity scale is introduced. In the EAVF the value aspects of EA are expressed using the four perspectives of the Balanced Scorecard with regard to the development of these aspects over time, defining sixteen key areas in which EA may provide value. In its current form the framework can support architects and researchers in describing and categorizing the benefits of EA. As part of our ongoing research on the value of EA, two pilots using the framework have been carried out at large financial institutions. These pilots illustrate how to use the EAVF as a tool in measuring the benefits of EA
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Case portrays the Superior Manufacturing Group Europe (SMGE), Barendrecht (Netherlands), a small-sized company doing business in the matting industry; facing challenges of how to sustain and improve its performance, by balancing between entrepreneurial initiative, and a need for strategic planning and control. René, the managing director and his team are preparing to conduct the review of the Balanced Scorecard that was introduced a few years before and to reflect on its usefulness and possibilities for improvement. The Balanced Scorecard (BSC), as many other management tools has been developed for large companies. Can small and medium sized companies make use of it and in which way? Can BSC be used to enable strategy formulation and development and bring in the focus?
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Currently, there is no method available that can systematically score the available ecosystem services in streets or street segments in suburban districts. In this study, different climate adaptation measures and their ecosystem services were categorized into green, blue, and grey categories and weight was given to each category based on their impact on the microclimate. This study took place in the Hillesluis district in the city of Rotterdam and the Paddepoel district in the city of Groningen. In Rotterdam, 21 streets, composed of 42 street segments, were assessed. In Groningen, 17 streets, composed of 45 street segments, were assessed. The available ecosystem services of each street segment were scored from 0–100. The scorecard method that was developed and tested during this study provided insight in the variation of available ecosystem services of streets and street segments. Individual street scores were very low in the city of Rotterdam and ranged between 3 and 50, with the average score for the street segments of 29. In Groningen, the scores were considerably higher with a range between 23 and 70, with an average score of 47 per street segment. The presence of larger green trees, front yards, and façade gardens in the green category are the most distinctive variable, while adaptation measures in the blue category were absent in both cities. The scorecard proved to be very useful in the adaptation labeling of street segments and entire streets. After assessing a neighborhood, the least adaptive streets can be identified relatively easy. Based on the score a label can be given between A+++ and G. The scorecard informs residents and decision makers about which streets are most adaptive and which streets have an adaptation potential. The method can easily be duplicated and used by local governments and community groups to have better insight in the level of climate adaptation of their street. Labels for entire streets can be used to create awareness and encourage residents to take action and expand the number of climate adaptation measures in their street.
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Abstract To add value to the organization, an Enterprise Architecture Management (EAM) function should be able to realize its goals in line with the corporate strategy. In this paper *, we propose the Enterprise Architecture Realization Scorecard (EARS) and an accompanying method to discover the strengths and weaknesses in the realization process of an EAM function. During an assessment, representative EA goals are selected, and for each goal, the results, delivered during the different stages of the realization process, are identified, examined and scored. The outcome of an assessment is a numerical EARScorecard, supplemented with a description of the strengths and weaknesses of the EA realization process, and recommendations. To evaluate and improve the assessment instrument, the EARScorecard was used in various organizations. An assessment case is discussed in depth to illustrate the use of the instrument.
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With the development of Enterprise Architecture (EA) as a discipline, measuring and understanding its value for business and IT has become relevant. In this paper a framework for categorizing the benefits of EA, the Enterprise Architecture Value Framework (EAVF), is presented and based on this framework, a measurability maturity scale is introduced. In the EAVF the value aspects of EA are expressed using the four perspectives of the Balanced Scorecard with regard to the development of these aspects over time, defining sixteen key areas in which EA may provide value. In its current form the framework can support architects and researchers in describing and categorizing the benefits of EA. As part of our ongoing research on the value of EA, two pilots using the framework have been carried out at large financial institutions. These pilots illustrate how to use the EAVF as a tool in measuring the benefits of EA.
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Ever since the introduction of an ‘IT productivity paradox’ by Robert Solow, the business value of information technology (IT) has been the topic of many debates by practitioners as well as by academics. In these discussions a distinction can be made between the variance approach, investigating what the relationship between IT investments and organisational performance is, and the process approach, investigating on how this relationship works. Following the process approach, this paper describes a useful framework for assessing the organisational impact of IT. Secondly the paper considers the relation between IT impact and organisational performance and reviews the IT investment evaluation methods. The paper concludes with a proposal for a multivariable value assessment sheet, based on insights derived from the balanced scorecard theory.
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1e alinea column: Hoe kun je nou de lessons learned van social media zo opschrijven dat corporates met hun duizenden controllers en compliance officers er iets mee kunnen? The social company en het ver-internetten van de bedrijfsvoering zetten onderstaande principles op de Business Balance Scorecard. Deze statements hebben stuk voor stuk concrete gevolgen voor strategie, inrichting en operations, voor ICT oplossingen en voor HRM, als je bereid bent er 'door heen' te lezen. Ze vormen een basis voor prioriteitstelling, bijvoorbeeld bij projectselectie, investeringsbeslissingen, individuele beoordelingen of bij de keuze van nieuwe collega's. Op die manier kun je de verbinding strategie, ondernemerschap en uitvoerend vermogen van jouw rule-based corporate toetsen aan de principles van de socials. Wellicht begrijpt een corporate bank daarna een klein social bedrijf met een goed idee die startkapitaal wil wat beter. Bijdrage aan het opheffen van een misverstand.
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This paper explores a business model that includes the knowledge modules of a COP (community of practice) and relates them with the business processes and formal organizational hierarchy in order to optimize the value of knowledge worker performance and to embed this value in the ongoing organization.
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Dit boek is een bundeling en herschrijving van twee boeken van deze auteur: 'Interne berichtgeving' (2006) en 'Interne auditing van bedrijfsprocessen' (2006). Het biedt naast theorie, een werkwijze om op ieder niveau van de organisatie een balanced scorecard te ontwikkelen en vervolgens een werkwijze om een interne procesaudit uit te voeren
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