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Creating a balanced scorecard for a financial services organization [[electronic resource] /] / Naresh Makhijani and James Creelman
| Creating a balanced scorecard for a financial services organization [[electronic resource] /] / Naresh Makhijani and James Creelman |
| Autore | Makhijani Naresh |
| Pubbl/distr/stampa | Singapore ; ; Hoboken, N.J., : Wiley, 2011 |
| Descrizione fisica | 1 online resource (257 p.) |
| Disciplina |
332.1
332.1/068 332.1068 |
| Altri autori (Persone) | CreelmanJames |
| Collana | Wiley finance |
| Soggetto topico |
Financial services industry - Management
Bank management Financial risk management |
| Soggetto genere / forma | Electronic books. |
| ISBN |
0-470-83033-6
1-119-19927-1 1-283-92764-0 0-470-83032-8 |
| Formato | Materiale a stampa  |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Creating a Balanced Scorecard for a Financial Services Organization; Contents; Introduction; 1 The Curse of Living in ''Interesting Times,'' The Credit Crunch, and Other Challenges; Executive Summary; Introduction; The Impact of the Credit Crunch; Deregulation, Globalization, and Technology; The Collapse of Customer Loyalty; Scorecard Pioneers; Other Scorecard-Using Financial Services Companies; Conclusion; 2 Describing the Balanced Scorecard; Executive Summary; Introduction; The Scorecard's Origins; A Balanced Measurement System; The Emergence of the Strategy Map
The Strategy-Focused OrganizationEnterprisewide Alignment; Creating a Board Scorecard System; The Office of Strategy Management; The Execution Premium Model; Conclusion; 3 The Balanced Scorecard and Risk Management; Executive Summary; Introduction; Linking Strategy Management with Risk Management: A History; Strategic Risk Management: The New Core Competency; Risk-Based Performance; A Risk-Balanced Scorecard; The Five Principles of SRM; Conclusion; 4 Building a Strategy Map; Executive Summary; Introduction; Start with the Strategy; Senior Management Must Own the Strategy Map Strategy ClarificationThe Use of External Facilitation; Creating Objectives; Strategic Themes; Risk-Balanced Scorecard; Value Creation Map; Risk Map; Conclusion; 5 Selecting Metrics and Targets; Executive Summary; Introduction; The Critical Few Measures; Key Performance Questions; KPIs; Common Definitions; Key Risk Indicators; A Risk Scorecard; Selecting Targets; Comparative Performance Goals; Conclusion; 6 Selecting Initiatives; Executive Summary; Introduction; Organizational Awareness of the Importance of Initiatives; The Challenges of Selecting Initiatives; Linkage to the Strategy Map StratexInitiative Prioritization; Conclusion; 7 Cascading the Balanced Scorecard: The Structural Challenges; Executive Summary; Introduction; Strategic Line-of-Sight; Mandated Objectives and Measures; An Ideal Scorecard Cascade; Scorecard Pilots; A Hybrid IT Strategy Map: The Case of the Bank of England; To Cascade or Not to Cascade?; Conclusion; 8 Cascading the Balanced Scorecard: The Cultural Challenges; Executive Summary; Introduction; Transparency and Accountability; Fear of Measurement; A Major Change Effort; Senior Management Behavior; Local Champions; Communications; Conclusion 9 Individual Performance Appraisal and Incentive CompensationExecutive Summary; Introduction; Personal Scorecards; Arguments Against the Personal Scorecard; Truncated Personal Scorecards; Competency Development; Personal Scorecards for the Senior Team; Linking Performance to Pay; The Arguments Against Making the Link; Making the Choice; Conclusion; 10 Getting the Best from Software; Executive Summary; Introduction; The Benefits of Automation; What Software Cannot Do; Certified Vendors; Criteria for Choosing Software; Advanced Performance Institute Software Selection Criteria Developing an IT Strategy |
| Record Nr. | UNINA-9910141312503321 |
Makhijani Naresh
|
||
| Singapore ; ; Hoboken, N.J., : Wiley, 2011 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Creating a balanced scorecard for a financial services organization [[electronic resource] /] / Naresh Makhijani and James Creelman
| Creating a balanced scorecard for a financial services organization [[electronic resource] /] / Naresh Makhijani and James Creelman |
| Autore | Makhijani Naresh |
| Pubbl/distr/stampa | Singapore ; ; Hoboken, N.J., : Wiley, 2011 |
| Descrizione fisica | 1 online resource (257 p.) |
| Disciplina |
332.1
332.1/068 332.1068 |
| Altri autori (Persone) | CreelmanJames |
| Collana | Wiley finance |
| Soggetto topico |
Financial services industry - Management
Bank management Financial risk management |
| ISBN |
0-470-83033-6
1-119-19927-1 1-283-92764-0 0-470-83032-8 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Creating a Balanced Scorecard for a Financial Services Organization; Contents; Introduction; 1 The Curse of Living in ''Interesting Times,'' The Credit Crunch, and Other Challenges; Executive Summary; Introduction; The Impact of the Credit Crunch; Deregulation, Globalization, and Technology; The Collapse of Customer Loyalty; Scorecard Pioneers; Other Scorecard-Using Financial Services Companies; Conclusion; 2 Describing the Balanced Scorecard; Executive Summary; Introduction; The Scorecard's Origins; A Balanced Measurement System; The Emergence of the Strategy Map
The Strategy-Focused OrganizationEnterprisewide Alignment; Creating a Board Scorecard System; The Office of Strategy Management; The Execution Premium Model; Conclusion; 3 The Balanced Scorecard and Risk Management; Executive Summary; Introduction; Linking Strategy Management with Risk Management: A History; Strategic Risk Management: The New Core Competency; Risk-Based Performance; A Risk-Balanced Scorecard; The Five Principles of SRM; Conclusion; 4 Building a Strategy Map; Executive Summary; Introduction; Start with the Strategy; Senior Management Must Own the Strategy Map Strategy ClarificationThe Use of External Facilitation; Creating Objectives; Strategic Themes; Risk-Balanced Scorecard; Value Creation Map; Risk Map; Conclusion; 5 Selecting Metrics and Targets; Executive Summary; Introduction; The Critical Few Measures; Key Performance Questions; KPIs; Common Definitions; Key Risk Indicators; A Risk Scorecard; Selecting Targets; Comparative Performance Goals; Conclusion; 6 Selecting Initiatives; Executive Summary; Introduction; Organizational Awareness of the Importance of Initiatives; The Challenges of Selecting Initiatives; Linkage to the Strategy Map StratexInitiative Prioritization; Conclusion; 7 Cascading the Balanced Scorecard: The Structural Challenges; Executive Summary; Introduction; Strategic Line-of-Sight; Mandated Objectives and Measures; An Ideal Scorecard Cascade; Scorecard Pilots; A Hybrid IT Strategy Map: The Case of the Bank of England; To Cascade or Not to Cascade?; Conclusion; 8 Cascading the Balanced Scorecard: The Cultural Challenges; Executive Summary; Introduction; Transparency and Accountability; Fear of Measurement; A Major Change Effort; Senior Management Behavior; Local Champions; Communications; Conclusion 9 Individual Performance Appraisal and Incentive CompensationExecutive Summary; Introduction; Personal Scorecards; Arguments Against the Personal Scorecard; Truncated Personal Scorecards; Competency Development; Personal Scorecards for the Senior Team; Linking Performance to Pay; The Arguments Against Making the Link; Making the Choice; Conclusion; 10 Getting the Best from Software; Executive Summary; Introduction; The Benefits of Automation; What Software Cannot Do; Certified Vendors; Criteria for Choosing Software; Advanced Performance Institute Software Selection Criteria Developing an IT Strategy |
| Record Nr. | UNINA-9910830481103321 |
|
Makhijani Naresh
|
||
| Singapore ; ; Hoboken, N.J., : Wiley, 2011 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||
Creating a balanced scorecard for a financial services organization [[electronic resource] /] / Naresh Makhijani and James Creelman
| Creating a balanced scorecard for a financial services organization [[electronic resource] /] / Naresh Makhijani and James Creelman |
| Autore | Makhijani Naresh |
| Pubbl/distr/stampa | Singapore ; ; Hoboken, N.J., : Wiley, 2011 |
| Descrizione fisica | 1 online resource (257 p.) |
| Disciplina |
332.1
332.1/068 332.1068 |
| Altri autori (Persone) | CreelmanJames |
| Collana | Wiley finance |
| Soggetto topico |
Financial services industry - Management
Bank management Financial risk management |
| ISBN |
0-470-83033-6
1-119-19927-1 1-283-92764-0 0-470-83032-8 |
| Formato | Materiale a stampa |
| Livello bibliografico | Monografia |
| Lingua di pubblicazione | eng |
| Nota di contenuto |
Creating a Balanced Scorecard for a Financial Services Organization; Contents; Introduction; 1 The Curse of Living in ''Interesting Times,'' The Credit Crunch, and Other Challenges; Executive Summary; Introduction; The Impact of the Credit Crunch; Deregulation, Globalization, and Technology; The Collapse of Customer Loyalty; Scorecard Pioneers; Other Scorecard-Using Financial Services Companies; Conclusion; 2 Describing the Balanced Scorecard; Executive Summary; Introduction; The Scorecard's Origins; A Balanced Measurement System; The Emergence of the Strategy Map
The Strategy-Focused OrganizationEnterprisewide Alignment; Creating a Board Scorecard System; The Office of Strategy Management; The Execution Premium Model; Conclusion; 3 The Balanced Scorecard and Risk Management; Executive Summary; Introduction; Linking Strategy Management with Risk Management: A History; Strategic Risk Management: The New Core Competency; Risk-Based Performance; A Risk-Balanced Scorecard; The Five Principles of SRM; Conclusion; 4 Building a Strategy Map; Executive Summary; Introduction; Start with the Strategy; Senior Management Must Own the Strategy Map Strategy ClarificationThe Use of External Facilitation; Creating Objectives; Strategic Themes; Risk-Balanced Scorecard; Value Creation Map; Risk Map; Conclusion; 5 Selecting Metrics and Targets; Executive Summary; Introduction; The Critical Few Measures; Key Performance Questions; KPIs; Common Definitions; Key Risk Indicators; A Risk Scorecard; Selecting Targets; Comparative Performance Goals; Conclusion; 6 Selecting Initiatives; Executive Summary; Introduction; Organizational Awareness of the Importance of Initiatives; The Challenges of Selecting Initiatives; Linkage to the Strategy Map StratexInitiative Prioritization; Conclusion; 7 Cascading the Balanced Scorecard: The Structural Challenges; Executive Summary; Introduction; Strategic Line-of-Sight; Mandated Objectives and Measures; An Ideal Scorecard Cascade; Scorecard Pilots; A Hybrid IT Strategy Map: The Case of the Bank of England; To Cascade or Not to Cascade?; Conclusion; 8 Cascading the Balanced Scorecard: The Cultural Challenges; Executive Summary; Introduction; Transparency and Accountability; Fear of Measurement; A Major Change Effort; Senior Management Behavior; Local Champions; Communications; Conclusion 9 Individual Performance Appraisal and Incentive CompensationExecutive Summary; Introduction; Personal Scorecards; Arguments Against the Personal Scorecard; Truncated Personal Scorecards; Competency Development; Personal Scorecards for the Senior Team; Linking Performance to Pay; The Arguments Against Making the Link; Making the Choice; Conclusion; 10 Getting the Best from Software; Executive Summary; Introduction; The Benefits of Automation; What Software Cannot Do; Certified Vendors; Criteria for Choosing Software; Advanced Performance Institute Software Selection Criteria Developing an IT Strategy |
| Record Nr. | UNINA-9910840764303321 |
|
Makhijani Naresh
|
||
| Singapore ; ; Hoboken, N.J., : Wiley, 2011 | ||
| Materiale a stampa | ||
| Lo trovi qui: Univ. Federico II | ||
| ||