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Balanced Scorecard

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Introdução ao Balanced Scorecard.
- Origem
- Definição
- Objetivo
- Componentes
- Perspectivas
- Benefícios
- Conclusão

Veröffentlicht in: Business, Technologie
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Balanced Scorecard

  1. 1. Ana _Cristina_Izidoro Daniel _Oliveira_Souza Gisele _Lambert Marco _ Antonio _Maciel Michael _Martins Reinaldo _Santana Roberto _ Madruga Balanced Scorecard Universidade Federal do Rio de Janeiro MBA em Tecnologia da Informação (MBTI-e) Sistemas de Apoio a Decisão e Informação Orientador: Flávio Mello, D.Sc. Rio de Janeiro - Novembro/2009
  2. 2. <ul><li>Alternativa às limitações dos sistemas tradicionais de avaliação de desempenho </li></ul><ul><li>Inicialmente como um sistema de mensuração do desempenho e posteriormente , como um modelo de gestão estratégica </li></ul><ul><li>Significa Indicadores Balanceados de Desempenho </li></ul>Origem do Balanced Scorecard <ul><li>Desenvolvida pelos professores da Harvard Business School, Robert Kaplan e David Norton , em 1992. </li></ul>
  3. 3. O Balanced Scorecard (BSC) <ul><li>O Balanced Scorecard é uma ferramenta que materializa a visão e a estratégia da empresa por meio de um mapa coerente com objetivos e medidas de desempenho, organizados segundo quatro perspectivas diferentes: financeira, do cliente, dos processos internos e do aprendizado e crescimento. Tais medidas devem ser interligadas para comunicar um pequeno número de temas estratégicos amplos, como o crescimento da empresa, a redução de riscos ou o aumento de produtividade. </li></ul><ul><li>KAPLAN & NORTON, (1997:24-25; 44) </li></ul>
  4. 4. BSC.. Objetivo <ul><li>Alinhamento do planejamento estratégico com as ações operacionais da empresa. </li></ul><ul><li>Viabiliza processos gerenciais críticos, como: </li></ul><ul><li>Esclarecer e traduzir a visão e a estratégia; </li></ul><ul><li>Comunicar e associar objetivos e medidas estratégicas; </li></ul><ul><li>Melhorar o feedback e o aprendizado estratégico; </li></ul><ul><li>Planejar, estabelecer metas e alinhar iniciativas estratégicas; </li></ul>
  5. 5. <ul><li>De acordo com a lógica estabelecida pelo método, um BSC deve possuir os seguintes componentes: </li></ul>BSC.. Componentes <ul><li>Objetivos estratégicos </li></ul><ul><li>Indicadores chave de desempenho </li></ul><ul><li>Estabelecimento de metas ao longo do tempo </li></ul><ul><li>Plano de ação e projetos estratégicos </li></ul>
  6. 6. BSC.. As quatro Perspectivas
  7. 7. BSC.. As quatro Perspectivas
  8. 8. BSC.. As quatro Perspectivas Como ilustrado, o BSC coloca a visão (&quot;para onde iremos&quot;) e a estratégia (&quot;como iremos&quot;) no centro do processo gerencial. O BSC estabelece objetivos e assume que as pessoas deverão adotar quaisquer comportamentos e ações que forem necessárias para atingi-los...
  9. 9. BSC.. Mapa Estratégico (BSCOL,2000)
  10. 10. BSC.. Mapa Estratégico (BSCOL,2000)
  11. 11. BSC.. Mapa Estratégico (BSCOL,2000)
  12. 12. BSC.. Perspectiva Financeira <ul><li>“ Para ter sucesso financeiro, como nós devemos aparecer para nossos investidores?” </li></ul><ul><li>Representa o ponto de vista dos Gerentes , Diretores e Acionistas </li></ul><ul><li>Permite medir e avaliar resultados que o negócio proporciona. </li></ul><ul><li>Indica se a empresa está obtendo êxito com as estratégias definidas, implantadas e executadas. </li></ul>
  13. 13. BSC.. Perspectiva Financeira <ul><li>Indicadores: </li></ul><ul><ul><li>Retorno sobre investimento </li></ul></ul><ul><ul><li>Valor Econômico Agregado (EVA) </li></ul></ul><ul><ul><li>Lucratividade </li></ul></ul><ul><ul><li>Aumento das Receitas </li></ul></ul><ul><ul><li>Redução de Custo </li></ul></ul><ul><ul><li>Objetivos alinhados com estratégia da organização </li></ul></ul>
  14. 14. BSC.. Perspectiva Financeira <ul><li>Indicam 3 estratégias de negócio: </li></ul><ul><li>Estágio de Rápido Crescimento </li></ul><ul><ul><li>Foco nas vendas, novos mercados, consumidores e canais de marketing. </li></ul></ul><ul><li>Estágio de Sustentação </li></ul><ul><ul><li>Medidas Financeiras tradicionais: Retorno sobre o capital investido, lucro operacional e margem bruta . </li></ul></ul><ul><li>Estágio de Colheita </li></ul><ul><ul><li>Ênfase sobre o fluxo de caixa, qualquer </li></ul></ul><ul><ul><li>investimento deverá prover retorno em caixa </li></ul></ul><ul><ul><li>certo e imediato. </li></ul></ul>
  15. 15. BSC.. Perspectiva Clientes <ul><li>“ Para alcançar nossa visão, como devemos ser vistos pelos clientes?” </li></ul><ul><li>A empresa identifica os segmentos de clientes e mercado nos quais desejam competir. </li></ul><ul><li>Esses segmentos representam as fontes que irão produzir o componente de receita dos objetivos financeiros da empresa </li></ul>
  16. 16. BSC.. Perspectiva Clientes <ul><li>Indicadores: </li></ul><ul><li>Participação no mercado (market share) </li></ul><ul><li>Retenção de clientes </li></ul><ul><li>Aquisição de novos clientes </li></ul><ul><li>Satisfação dos clientes </li></ul><ul><li>Rentabilidade dos clientes </li></ul>
  17. 17. BSC.. Perspectiva Clientes <ul><li>O que a empresa deve oferecer aos clientes para alcançar altos níveis de satisfação . </li></ul><ul><li>Qualidade do produto </li></ul><ul><li>Relacionamento com clientes </li></ul><ul><li>Imagem e reputação </li></ul>
  18. 18. BSC.. Perspectiva Processos Internos <ul><li>“ Para a satisfação dos clientes, em quais processos devemos nos sobressair?” </li></ul><ul><li>Os executivos identificam os processos mais críticos para a realização dos objetivos dos clientes e acionistas, depois de formular objetivos e medidas para as perspectivas financeira e do cliente . </li></ul>
  19. 19. BSC.. Perspectiva Processos Internos <ul><li>Cadeia de Valores dos Processos Internos: </li></ul><ul><li>Inovação (desenvolvimento de novos produtos e processos) </li></ul><ul><li>Operação (produção, distribuição, vendas) </li></ul><ul><li>Serviços pós-venda (assistência técnica, solicitações do cliente </li></ul>
  20. 20. BSC .. Perspectiva Aprendizado e Crescimento <ul><li>“ Para alcançar nossa visão, como sustentar a habilidade de mudar e progredir?” </li></ul><ul><li>Desenvolve objetivos e medidas para orientar o aprendizado e o crescimento organizacional , oferecendo a infra-estrutura que possibilita a alcançar os objetivos estabelecidos nas outras três perspectivas. </li></ul>
  21. 21. BSC .. Perspectiva Aprendizado e Crescimento <ul><li>O aprendizado e crescimento são aspectos-chave porque formam a base da melhoria da qualidade e da inovação . </li></ul><ul><li>É importante entender que seremos superados pelos concorrentes se não mudarmos e aperfeiçoarmos nossa atuação continuamente , e mais rapidamente do que eles. </li></ul>
  22. 22. BSC .. Perspectiva Aprendizado e Crescimento <ul><li>Capacidades dos Funcionários </li></ul><ul><ul><li>Satisfação dos funcionários </li></ul></ul><ul><ul><li>Retenção de funcionários </li></ul></ul><ul><ul><li>Produtividade dos funcionários </li></ul></ul><ul><li>Capacidades dos Sistemas de Informação </li></ul><ul><li>Motivação, Empowerment e Alinhamento </li></ul>
  23. 23. BSC.. Implementação <ul><li>Antes de iniciar o processo de criação do scorecard: </li></ul><ul><li>Obter consenso na alta administração sobre os objetivos que estão levando à adoção dessa ferramenta. </li></ul><ul><li>Definir o arquiteto do processo , ou seja, a pessoa que comandará. Geralmente um alto executivo. Depois selecionar a equipe responsável . </li></ul>
  24. 24. BSC.. Implementação (cont) <ul><li>4 etapas do processo: </li></ul><ul><ul><li>I – Arquitetura do programa de medição </li></ul></ul><ul><ul><li>II – Definição dos objetivos estratégicos </li></ul></ul><ul><ul><li>III – Escolha dos indicadores estratégicos </li></ul></ul><ul><ul><li>IV – Elaboração do plano de implementação </li></ul></ul>
  25. 25. BSC.. Benefícios <ul><li>Ajuda a focalizar iniciativas de mudanças </li></ul><ul><li>Alinhar metas departamentais e individuais à estratégia </li></ul><ul><li>Comunicar , de forma clara, qual o benefício individual de cada funcionário para com a organização </li></ul>
  26. 26. BSC.. Benefícios (cont) <ul><li>Alinhar metas departamentais e indivíduos à estratégia </li></ul><ul><li>Criar oportunidades para aprendizado a partir de fatores de sucesso da organização </li></ul><ul><li>Conscientizar que nem todos as decisões e investimentos realizados pela empresa resultarão em retorno imediato </li></ul>
  27. 27. BSC.. Softwares certificados
  28. 28. BSC.. Conclusão <ul><li>Criado para solucionar o problema de comunicação do planejamento empresa como um todo. </li></ul><ul><li>Visando utilizar uma visão holística da administração em beneficio do seu planejamento estratégico. </li></ul><ul><li>Não traz qualquer conceito novo , mas repensa temas antigos . </li></ul><ul><li>Aumenta a compreensão do tema “ vinculação entre estratégia e operação ”. </li></ul><ul><li>Uma ferramenta capaz de atender às novas exigências de gerenciamento dentro dos cenários em constantes mutações. </li></ul><ul><li>Vem fazer parte das ferramentas utilizadas pelos administradores para gerirem as empresas para o sucesso. </li></ul><ul><li>Foi escolhido pela Harvard Business Review (HBR) como uma das práticas de gerenciamento mais importantes dos últimos 75 anos . </li></ul>
  29. 29. BSC.. Perguntas

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