基于平衡记分卡的某企业核心KPI体系构建外文翻译.doc

外文文献翻译译文题　　目：　 基于平衡记分卡的某企业核心KPI体系构建　　 一、外文原文原文：Linking the Balanced Scorecard to StrategyKaplan Robert S, Norton David PMany managers and consultants who agree to the basic rationale for a Balanced Scorecard believe they have created one when they supplement traditional financial measures with non-financial measures. But many of the most popular non-financial measures, such as customer satisfaction and employee attitudes, have some of the same limitations as financial measures. First, they are lagging measures, reporting how well the organization's strategy worked in the past period but providing little guidance on how to navigate to the future. Second, the non-financial measures they use are generic and are not related to specific strategic objectives that will provide sustainable competitive advantage. Scorecards built upon lagging, non-strategic indicators represent only a limited application of the full power of the Balanced Scorecard.Our experience in observing and building more than 100 scorecards reveals that the financial and non-financial measures on a Balanced Scorecard should be derived from the business-unit's unique strategy. The Balanced Scorecard provides executives with a comprehensive framework that can translate a company's vision and strategy into a coherent and linked set of performance measures. The measures should include both outcome measures and the performance drivers of those outcomes. By articulating the outcomes the organization desires as well as the drivers of those outcomes, senior executives can channel the energies, the abilities, and the specific knowledge held by people throughout the organization towards achieving the business's long-term goals.Many people think of measurement as a tool to control behavior and to evaluate past performance. Traditional control and performance measurement systems attempt to keep individuals and organizational units in compliance with a pre-established plan. The measures on a Balanced Scorecard are being used by executives in a different way—to articulate the strategy of the business, to communicate the strategy of the business, and to help align individual, organizational, and cross-departmental initiatives to achieve a common goal. These executives are using the scorecard as a communication, information, and learning system, not as a traditional control system. For the Balanced Scorecard to be used in this way, however, the measures must provide a clear representation of the organization's long-term strategy for competitive success.Choosing Strategic Measures for the Four PerspectivesThe four perspectives of the scorecard permit a balance between short-term and long-term objectives, between desired outcomes and the performance drivers of those outcomes, and between hard objective measures and softer, more subjective measures. While the multiplicity of measures on a Balanced Scorecard seems confusing to some people, properly constructed scorecards contain a unity of purpose since all the measures are directed toward achieving an integrated strategy.FinancialThe financial performance measures define the long-run objectives of the business unit, While most businesses will emphasize profitability objectives, other financial objectives are also possible. Businesses with many products in the early stage of their life cycle can stress rapid growth objectives, and mature businesses may emphasize maximizing cash flow. For our purposes, we can simplify somewhat by identifying just three different stages:• Rapid Growth• Sustain• HarvestRapid Growth businesses are at the early stages of their life cycle. They may have to make considerable investments to develop and enhance new products and services; to construct and expand produaion facilities; to build operating capabilities; to invest in systems, infra-structure, and distribution networks that will support global relationships; and to nurture and develop customer relationshipsProbably the majority of business units in a company will be in the sustain stage, where they still attract investment and reinvestment, but are required to earn excellent returns on their invested capital. These businesses are expected to maintain their existing market share and perhaps grow it somewhat from year-to-year. Investment projects will be more directed to relieving bottlenecks, expanding capacity, and enhancing continuous improvement, rather than the long payback and growth option investments that were made during the growth stage.Other business units will have reached a mature phase of their life cycle, where the company wants to harvest the investments made in the earlier two stages. These businesses no longer warrant significant investment—only enough to maintain equipment and capabilities, but not to expand or build new capabilities. Any investment project must have very definite and short payback periods. The main goal is to maximize cash flow back to the corporation.The。