Reference no: EM131182206
The Internal Business Process Perspective: IKEA
Consider the organization's mission and strategy from the perspective of its internal business processes, In this section of the assignment you'll begin to identify objectives and measures relevant to that perspective.
Once you're reasonably clear on what's involved, think about your organization and its business processes, and then:
Identify at least three objectives for improving the organization's internal business processes, and show how they relate to the mission, vision and strategy of the organization.
• For each objective, develop at least one meaningful performance measure (metric).
• For each objective, identify at least one expected level of performance (target).
• For each objective, identify at least one new action or program that needs to be developed to ensure successful implementation of the organization's strategy (initiative).
• Comment briefly on the relationships of the process objectives that you've identified here to the finance objectives that you identified in the Mod I assignment and/or the customer service objectives that you identified in the Mod II assignment. How do they help to fulfill those objectives? If they don't (and they don't have to), what makes them more important than objectives that would relate to finance or customer service?
• Finally, do you wish to make any changes to your Mod I or Mod II objective write-ups in light of your Module 3 experience?
Here's a table that you may wish to copy and fill in (the boxes are expandable - take all the space you need to be complete in your descriptions. No more than 2-3 pages should be necessary.)
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Objective
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Measure
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Target
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Action
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Relationships to other objectives
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Revisions (if any) to Mod I and/or Mod II Objectives
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Objective/Module
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Measure
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Target
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Action
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Reading that might help...
Chapters 1-3 of:
MacKay, A., (2004) A practitioners guide to the balanced scorecard: A practitioners' report based on: Shareholder and stakeholder approaches to strategic performance measurement using the balanced scorecard. Chartered Institute of Management Accountants. Retrieved from:
https://www.cimaglobal.com/Documents/Thought_leadership _docs/tech_resrep_a_practitioners_guide_to_the_balanced _scorecard_2005.pdf
Also read/review Chapter 2-7 of:
Murby, L., Gould, S., (2005). Effective Performance Management with the Balanced Scorecard: Technical Report. Chartered Institute of Management Accountants. Retrieved from:
https://www.cimaglobal.com/Documents/ImportedDocuments/ Tech_rept_Effective_Performance_Mgt_with_Balanced_ Scd_July_2005.pdf
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Adjacent nor diametrically opposite
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