Book description
In the U.S., service related activities have become dominant aspects of the economy and currently account for well over 50% of our GNP. The authors' framework eliminates outdated, low-value techniques originally created for manufacturing firms, replacing them with advanced techniques that fully leverage your investments in technology. Tyagi and Gupta begin by explaining why conventional balanced scorecard approaches don't work well for service organizations, discussing issues ranging from the inherent variability of customers, servers, and processes, the crucial importance of engagement, and the unique challenges of service innovation. Next, they introduce a Service Scorecard framework that encompasses the seven key elements of service organization success: Growth, Leadership, Acceleration, Collaboration, Innovation, Execution, and Retention. You'll learn how to set clear performance targets at the function and business level; benchmark performance against best practices; identify improvement opportunities; and capture performance data that offers a leading indicator for financials. Their proven approach is designed for easy understanding and implementation without the need for expensive consultants. Simply put, it offers today's most direct path to measuring performance and optimizing business value in any service organization.
Table of contents
- Copyright
- Acknowledgments
- About the Authors
- Foreword by Paul Harmon
- Foreword by Dean Spitzer, Ph.D.
- Introduction
-
I. Understanding Service Performance
- 1. Performance Management and Scorecards
- 2. Performance Challenges in the Service Sector
- 3. Six Sigma for Services
- 4. Performance Management for Services
-
II. Learning Service Scorecard
- 5. Understanding the Service Scorecard
-
6. Designing a Service Scorecard
- An Empirical Investigation of the Measurements Alignment Process
- Balance between Innovation and Continuous Improvement
- Analyzing the Requirements of Performance Measurement Systems
- Performance Measurement Systems for Services
- ServQual Framework
- Service Chain Framework
- Service Model
- Other Service Models
- Elements of the Service Scorecard
- Take Away
- 7. Leadership and Acceleration
- 8. Collaboration
- 9. Innovation and Execution
- 10. Retention and Growth
-
III. Practicing Service Scorecard
-
11. Implementation of the Service Scorecard
- Approach to Implementing the Service Scorecard
- Committing to the Fundamental Business Strategy of Sustained Profitable Growth
- 4P Model of Process Management for Services
- Executive Understanding of the Service Scorecard and its Elements
- Leadership Endorsement of the Service Scorecard
- Strategic and Organizational Alignment
-
Planning for the Service Scorecard
- Prepare for Implementing the Service Scorecard
- Determine the Service Scorecard Measurements
- Address Information Issues
- Establish Goals for Each Measurement
- Leverage Technology
- Train for Using the Service Scorecard
- Validate and Adjust the Measurements
- Institutionalize the Service Scorecard
- Renew and Reignite the Organization
- Take Away
- 12. Integration of Service Scorecard and Improvement Initiatives
- 13. Service Scorecard Validation
- 14. Best Practices
- Final Thoughts
-
11. Implementation of the Service Scorecard
- Bibliography
- Financial Times Press
Product information
- Title: A Complete and Balanced Service Scorecard: Creating Value Through Sustained Performance Improvement
- Author(s):
- Release date: July 2008
- Publisher(s): Pearson
- ISBN: 9780131359437
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