Your Course of Study
In Driving Corporate Performance—China, you will learn how the
world's most successful companies are taking full advantage of today's
control systems to achieve breakthrough performance. As you progress
through a rich learning experience that incorporates faculty lectures,
case studies, and group discussions, you will discover how to link
strategy to scorecards, systems, structure, and governance—and, in turn,
develop essential performance management and control systems for your
organization. Specific topics include:
Strategy
- Analyze your strategic environment—market and business
attractiveness
- Identify the source and focus of your company's competitive
advantage
- Develop resource and investment capacity—balancing commitment with
flexibility, and continuity with adaptability
Strategy Maps and the Balanced Scorecard
- Create a strategy map of the linked cause-and-effect objectives in
your strategy, using the four Balanced Scorecard (BSC) perspectives:
financial, customer, process, and learning and growth
- Translate your strategic objectives into a BSC of measures,
targets, and initiatives
- Use the BSC to set priorities for operational improvement
programs and to design dashboards that empower and provide feedback
about employees' daily activities
- Develop strategy-based human resource management policies
Activity-Based Cost Management
- Understand the simplicity and power of time-driven activity-based
costing (TDABC) for accurate assignment of indirect expenses to orders,
products, services, and customers
- Take targeted actions to transform unprofitable products and
customer relationships into profitable ones
- Use accurate cost information to set priorities for process
improvement initiatives
- Align resource capacity planning and operational budgets to the
strategic plan
Management Control and Risk Management Systems
- Manage the tensions among profit, growth, and control by using
multiple control levers
- Understand, mitigate, and monitor multiple levels of risk:
- From operational and compliance failures
- Inherent to the strategy
- From uncontrollable external events