When an enterprise has developed to a certain scale and anticipated an impressive expansion, business transformation and diversification are unavoidable decisions. How to measure targets or strategies of business transformation and diversification by quantifiable performance measurements or non-quantifiable performance evaluation systems and make adequate modifications would be crucial issues.
This study applied Balanced Scorecard ¡qKaplan and Norton, 1996¡r to the Taiwan Sugar Corporation ¡qTSC¡r as a case study. Balanced Scorecard is a tool provides a strategy framework for implementation and control, and transforms company¡¦s visions and strategies into measurable indexes with four dimensions. In order to synchronize the Balanced Scorecard sheet and strategy map of TSC, the study used statistics method to analyze questionnaires and technique of in-depth interviews. Started with analyzing the results of TSC diversification, the study expanded cause-effect relationships of eight major strategic themes, and combined 13 strategic objectives and 45 strategic key performance indicators.
The study has two major findings:
1.The current management system and performance measurement of state-owned business are influenced significantly by the government agency. Furthermore, the state-owned business also emphasis too much on financial and internal business process performance indicators, thus customer needs and needs for learning are sacrificed. As the result, the transform mission and strategic target, which focus on value of customers, can¡¦t be connected.
2.Through planning and designing Balanced Scorecard for TSC and transforming organizational strategic objectives into actionable objectives and key performance indicator, we found that Balanced Scorecard is an integrated strategic management tool. Using this tool, the state-owned business can effectively move from ¡§budget performance measurement system¡¨ to ¡§performance management strategy system¡¨.
The establishment of Balanced Scorecard has brought TSC the following substantial benefits:
1.Improving the unclear decision making mechanism
2.Establishing strategy focus organization
3.Reducing the gap of current achievement evaluation systems
4.Transforming to customer-focused management mechanism
Key words: Business transformation, Diversification, Balanced Scorecard, TSC
| Identifer | oai:union.ndltd.org:NSYSU/oai:NSYSU:etd-0622104-135809 |
| Date | 22 June 2004 |
| Creators | Lin, Li-feng |
| Contributors | Ping-Yi Chao, Hueimei Liang, Iuan-yuan Lu, Tsuang Kuo |
| Publisher | NSYSU |
| Source Sets | NSYSU Electronic Thesis and Dissertation Archive |
| Language | Cholon |
| Detected Language | English |
| Type | text |
| Format | application/pdf |
| Source | http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0622104-135809 |
| Rights | unrestricted, Copyright information available at source archive |
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