Oracle Enterprise Performance Management - The CIO's Guide to Oracle Products and Solutions - page 108

TABLE 3.6
AHP Global Outcome Worksheet
Balanced Scorecard
Strategic Objective: Success in pursuing a differentiation strategy
Categories and Metrics Level One × Level Two Global Outcome

Innovation and Learning
Market share (.40 × .32) .128

# of new products (.35 × .32) .112

Revenue from new products (.25 × .32) .080

Total: Innovation and Learning .320

Internal Business Processes
# of product units produced (.33 × .25) .08333

Minimizing variable cost per unit (.33 × .25) .08333

# of on-time deliveries (.33 × .25) .08333

Total: Internal Business Processes .250

Customer
Revenue (.20 × .21) .042

Market share (.38 × .21) .080

QFD (Quality Function Deployment)
score

(.42 × .21) .088

Total: Customer .210

Financial
Cash value-added (.28 × .22) .062

Residual income (.32 × .22) .070

Cash flow ROI (.40 × .22) .088

Total: Financial .220

Sum of the Global Weights 1.00

SUMMARY

The Oracle Enterprise Performance Management tool suites run the
gamut: from strategy management to planning budgeting to forecasting,
from financial reporting to profitability to cost management. While these
Oracle tools provide powerful functionality, the organization still needs
to develop the expertise to develop the methodologies and metrics that
provide the framework surrounding these tool sets.