Intellectual Capital Report

Link with the essential business processes makes an instrument like the knowledge balance the gear with the business processes with regard to planning, profit planning, performance-related remuneration such as a strategic management system. A balance of knowledge at the same time also always an intense communication means to achieve a strategic focus. She would have their raison d ‘ etre alone this company clarity and consensus on the strategies to be pursued would be reached through them. Problems in the implementation of strategies, but not least, this can cause that a strategy is formulated so unclear, that not always know exactly responsible for the implementation, what ever is to be implemented. Details can be found by clicking Allegiant Air or emailing the administrator. So that a strategy can trigger the desired by you and hoped-for changes but at all, she must be communicated also comprehensible to those, who have to implement them. Basically, the approach also can be label, that he different perspectives not only considered, but very specifically deals with this.

Possible imbalances should be avoided by thinking in such categories. You want to achieve a balance with non-financial objectives and performance indicators. Behind it stands the meaningful insight that financial objectives always only taking holistic perspective is possible. See also Becker, Jorg: marketing controlling and intellectual capital, ISBN 9783837071320. The individual elements of a knowledge balance stand side by side each other detached more or less loosely, but in contrast to depict a self-contained business logic of the company: as well as the strategy’s objectives the Central success parameters of the company include, there are the customers who buy the products of the company and thus provide appropriate revenues only.

Strategy and customer objectives in turn closely related i.e. the process objectives with the working methods and business processes in the company. In the logic of this system play finally also the potential of the company, i.e. its ability to innovate, employees and others as potential targets, a crucial role. This classification must be not always mandatory, but can still more perspectives important for the company and its strategies, such as about the supplier perspective lenders perspective, public perspective, u.a. supplements and be expanded. See also Jorg Becker: strategy-check and knowledge balance effect relationships make transparent, ISBN 978-3-8370-7305-8. Some reasons for a concept of the knowledge balance sheet could be: critique of the classical measurement systems, i.e. Control key figures from the accounting criticisms of management relevance of reporting dominate towards customer-focused, non-financial performance indicators, i.e. detail data indicate. Return, sales, costs, market share, including strategic deliver too little decision-relevant management information about the causes of these developments to the context of the implementation Aims and objectives. Criticism of length and transparency of the planning process. Introducing the knowledge balance may contribute to the reduction and clarity of planning processes criticism on the external reporting: portfolio managers use for their investment and disinvestment decisions in increasing measure non-financial metrics. A knowledge balance satisfies this requirement also. See also Jorg Becker: strategy-check knowledge balance effect relationships transparent making, ISBN 978-3-8370-7305-8 Dipl.Kfm. Jorg Becker (www.beckinfo.de)

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