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Innovations Scorecard

Report includes: 1 month(s) 49 day(s), from 05.04.2008 to 24.05.2008

  Name Start value End value Dynamic Contains
Root Innovations Scorecard 42,29 % 42,34 % + 0,05 %
Financial Perspective(31,2%, -4,66%Down)
Customer Perspective(54,5%, 29,77%Up)
Internal Processes Perspective(43,1%, -13,45%Down)
Education and Growth Perspective(39,8%, -17,23%Down)

Graph for Innovations Scorecard

Graph for Innovations Scorecard

Data for Innovations Scorecard

DatesValue
05.04.200842,29
12.04.200850,23
19.04.200859,91
26.04.200846,46
03.05.200860,78
10.05.200859,86
17.05.200846,23
24.05.200842,34

Financial Perspective

  Name Start value End value Dynamic Parent Contains
Root Financial Perspective 35,83 % 31,17 % -4,66% Innovations Scorecard
Indicators
Finances Saved With Innovations
Finances Spent On New Innovations
Description The innovations that your company provides for both employees and customers have a direct impact on the state of your company's finances; whether or not you are spending too much on new technology, or whether you are saving money by providing new and relevant innovations to customers and employees.

Graph for Financial Perspective

Graph for Financial Perspective

Data for Financial Perspective

DatesValueWeight
05.04.200835,833
12.04.200839,73
19.04.200869,533
26.04.20088,633
03.05.200845,133
10.05.200835,973
17.05.200878,973
24.05.200831,173

Finances Saved With Innovations

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Finances Saved With Innovations 30,43 54,91 + 24,48 % Maximize Financial Perspective
Description Percentage of savings, increasing or decreasing according to
how many new innovations are being provided or used.

Graph for Finances Saved With Innovations

Graph for Finances Saved With Innovations

Data for Finances Saved With Innovations

DatesWeightMinMaxValue
05.04.200831010030,43
12.04.200831010075,61
19.04.200831010073,36
26.04.200831010017,47
03.05.200831010082,18
10.05.200831010021,97
17.05.200831010090,01
24.05.200831010054,91

Finances Spent On New Innovations

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Finances Spent On New Innovations 61,84 80,38 + 18,54 % Minimize Financial Perspective
Description Percentage of total finances increasing or decreasing as a result of how many new innovations are being introduced.

Graph for Finances Spent On New Innovations

Graph for Finances Spent On New Innovations

Data for Finances Spent On New Innovations

DatesWeightMinMaxValue
05.04.200861010061,84
12.04.200861010079,21
19.04.200861010037,81
26.04.200861010092,08
03.05.200861010075,16
10.05.200861010057,43
17.05.200861010033,4
24.05.200861010080,38

Customer Perspective

  Name Start value End value Dynamic Parent Contains
Root Customer Perspective 24,7 % 54,47 % + 29,77% Innovations Scorecard
Indicators
Customer Satisfaction
Percentage Of Innovations For Customer Use
Description The customer's perspective is an important factor in determining where your company stands with it's current, and future innovations. Without know the customer's views on your company's newest problem solving, and convenience generating techniques, it's going to be difficult to determine how you should proceed.

Graph for Customer Perspective

Graph for Customer Perspective

Data for Customer Perspective

DatesValueWeight
05.04.200824,73
12.04.200834,273
19.04.200882,173
26.04.200872,233
03.05.200882,673
10.05.200868,773
17.05.200821,53
24.05.200854,473

Customer Satisfaction

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Customer Satisfaction 20 37 + 17 % Maximize Customer Perspective
Description The most important factor from this perspective is whether or not customers are fully satisfied with the innovations you are offering. What percentage of clients are fully satisfied with the new techniques you offer to make their business with you easier, faster, and more efficient?

Graph for Customer Satisfaction

Graph for Customer Satisfaction

Data for Customer Satisfaction

DatesWeightMinMaxValue
05.04.20084010020
12.04.20084010023,7
19.04.20084010091,6
26.04.20084010084,9
03.05.20084010076,4
10.05.20084010072,6
17.05.20084010029,4
24.05.20084010037

Percentage Of Innovations For Customer Use

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Percentage Of Innovations For Customer Use 23,87 62,58 + 38,71 % Maximize Customer Perspective
Description How many of the innovations your company had developed or adopted and introduced, are solely for customer use, or affect customers more than staff? What percentage of your company's innovations, total, is solely customer oriented?

Graph for Percentage Of Innovations For Customer Use

Graph for Percentage Of Innovations For Customer Use

Data for Percentage Of Innovations For Customer Use

DatesWeightMinMaxValue
05.04.2008207023,87
12.04.2008207038,78
19.04.2008207044,31
26.04.2008207032,83
03.05.2008207066,64
10.05.2008207042,77
17.05.200820703,99
24.05.2008207062,58

Internal Processes Perspective

  Name Start value End value Dynamic Parent Contains
Root Internal Processes Perspective 56,53 % 43,08 % -13,45% Innovations Scorecard
Indicators
[Hours] Saved With Innovations
Satisfaction With Innovations
Problems Solved With Innovated Processes
Hours Spent Developing New Innovations *
* - Information for this metric is limited in sample report Description What innovations in the internal process must be improved upon, or further developed in order to satisfy and retain customers, clients, shareholders and your staff?

Graph for Internal Processes Perspective

Graph for Internal Processes Perspective

Data for Internal Processes Perspective

DatesValueWeight
05.04.200856,533
12.04.200884,993
19.04.200836,533
26.04.200854,43
03.05.200854,63
10.05.200874,063
17.05.200845,453
24.05.200843,083

[Hours] Saved With Innovations

  Name Start value End value Dynamic Measure units Optimization method Parent
Root [Hours] Saved With Innovations 29,57 36,57 + 7 % Maximize Internal Processes Perspective
Description It is of high importance that the innovations you are introducing to your company are actually saving time and energy. What is the percentage of hours per employee per department that are saved by using an innovative feature?

Graph for [Hours] Saved With Innovations

Graph for [Hours] Saved With Innovations

Data for [Hours] Saved With Innovations

DatesWeightMinMaxValue
05.04.2008254029,57
12.04.2008254039,72
19.04.2008254027,19
26.04.2008254030,76
03.05.2008254024,425
10.05.2008254033,525
17.05.2008254011,405
24.05.2008254036,57

Satisfaction With Innovations

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Satisfaction With Innovations 89,2 66,6 -22,6 % Maximize Internal Processes Perspective
Description oIt is important that the innovations your staff and company is implementing is actually producing satisfying results. If your company is adopting new innovations that are only causing further complications, you should review the processes, and discard the ones at fault.

Graph for Satisfaction With Innovations

Graph for Satisfaction With Innovations

Data for Satisfaction With Innovations

DatesWeightMinMaxValue
05.04.20083010089,2
12.04.20083010092,7
19.04.20083010043,7
26.04.20083010039,1
03.05.2008301006,2
10.05.20083010063,4
17.05.20083010043,8
24.05.20083010066,6

Problems Solved With Innovated Processes

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Problems Solved With Innovated Processes 44,4 29,3 -15,1 % Maximize Internal Processes Perspective
Description One of the most important factors in the Internal Process portion of this scorecard, is how many problems are solved internally with the implementation of newly adopted or recently added innovative processes, or techniques.

Graph for Problems Solved With Innovated Processes

Graph for Problems Solved With Innovated Processes

Data for Problems Solved With Innovated Processes

DatesWeightMinMaxValue
05.04.20086010044,4
12.04.20086010091,2
19.04.20086010024,6
26.04.20086010067
03.05.20086010072,4
10.05.20086010075,1
17.05.20086010034,6
24.05.20086010029,3

Education and Growth Perspective

  Name Start value End value Dynamic Parent Contains
Root Education and Growth Perspective 57,01 % 39,78 % -17,23% Innovations Scorecard
Indicators
Time [Hours] Reserved For Innovations Training
Courses Taken For Innovation Training
Implementation Cycle
Description The education and growth perspective is basically the biggest key area of innovations in your company. Innovations are what enables your company to evolve and change, and it's highly important to monitor the ways your company is changing' some innovations can increase gross profits, and some can decrease them.

Graph for Education and Growth Perspective

Graph for Education and Growth Perspective

Data for Education and Growth Perspective

DatesValueWeight
05.04.200857,012
12.04.200837,82
19.04.200847,172
26.04.200852,652
03.05.200860,682
10.05.200861,052
17.05.200835,412
24.05.200839,782

Time [Hours] Reserved For Innovations Training

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Time [Hours] Reserved For Innovations Training 2,588 3,544 + 0,956 % Maximize Education and Growth Perspective
Description This indicator should be used to measure how much time you want your staff spending on educating themselves, or training their skills for new innovations. There should be a goal amount, and a minimum amount of hours, that should be per department, per employee.

Graph for Time [Hours] Reserved For Innovations Training

Graph for Time [Hours] Reserved For Innovations Training

Data for Time [Hours] Reserved For Innovations Training

DatesWeightMinMaxValue
05.04.20083152,588
12.04.20083151,84
19.04.20083153,436
26.04.20083154,7
03.05.20083153,244
10.05.20083153,388
17.05.20083151,628
24.05.20083153,544

Courses Taken For Innovation Training

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Courses Taken For Innovation Training 7,37 5,83 -1,54 % Maximize Education and Growth Perspective
Description How many courses or training programs does your company offer for the new innovations; for example, as shown, if your company has a maximum of ten courses, but all employees must at least have taken five, and passed, however, the average employee has only taken three courses you must seek to improve upon this, and encourage workplace longevity.

Graph for Courses Taken For Innovation Training

Graph for Courses Taken For Innovation Training

Data for Courses Taken For Innovation Training

DatesWeightMinMaxValue
05.04.200835107,37
12.04.200835107,45
19.04.200835109,75
26.04.200835107,89
03.05.200835109,235
10.05.200835107,67
17.05.200835106,81
24.05.200835105,83

Implementation Cycle

  Name Start value End value Dynamic Measure units Optimization method Parent
Root Implementation Cycle 2,368 4,642 + 2,274 % Minimize Education and Growth Perspective
Description What is the goal amount of time for your employees to use their new skills that they have learned from their courses? Are innovations being implemented in a timely manner? Let's say for example, your maximum amount of days should be seven, a standard week. The minimum and most likely amount of time should be set at one. Currently it's taking four days on average for your staff to use their new skills. What can you improve to change these numbers?

Graph for Implementation Cycle

Graph for Implementation Cycle

Data for Implementation Cycle

DatesWeightMinMaxValue
05.04.20084172,368
12.04.20084174,48
19.04.20084176,94
26.04.20084175,866
03.05.20084174,234
10.05.20084172,932
17.05.20084174,024
24.05.20084174,642
Created by: AKS-Labs
Report created with Balanced Scorecard Designer at 28.04.2008 23:52:38

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