WHY LIST AT AIM?
Companies contemplating an AIM float may want to consider admission to the AIM, inter alia, for the following reasons:
No minimum requirements – of company size, track record or a fixed amount of publicly owned shares ;
Austere regulatory environment and nominated Advisers mentoring – Ensuring compliance with AIM rules is entirely the responsibility [...]
Planning and control systems have always been present in organisations, however, in the mid l9oOs, attempts were made to classify the types of management process found in organisations (Anthony, 1965). Anthony describes three types of management processes:
• Management control – the process by which management ensures that the organisation carries out its strategies effectively and [...]
The management of an organisation involves two key areas, planning and control. Every organisation requires plans (e.g. to determine priorities and resource allocation etc.) and a mechanism by which execution against the plan can be controlled. Whereas planning can be thought of as a process of creating a statement of intent, control can be defined [...]
• Strategic Objectives: The destination statement offers a clear and shared picture of an organization at some point in the fixture, but it does not provide a suitable focus for management attention between now and then. What needs to be done and achieved in the medium term for the organization to “reach” its destination on [...]
The 3rd Generation Balanced Scorecard model is based on a refinement of 2 Generation design characteristics and mechanisms to give better functionality and more strategic relevance. The origin of the developments stem from the issues relating to target setting and the validation of strategic objective selection outlined above. These triggered the development in the late [...]
There are still areas that prove difficult tu deal with during the develuprnent process for both management teams and consultants charged with developing 2 Generation Balanced Scorecard. The first of these areas concerns the development of the Strategic Linkage Model. Management teams find the necessary selection of priority elements within their collective vision and strategic [...]
The practical difficulties associated with the design of 1 Generation Balanced Scorecards are
significant, in part because the definition of a Balanced Scorecard was initially vague, allowing for considerable interpretation. Two significant areas of concern were filtering (the process of choosing specific measures to report), and clustering (deciding how to group measures into ‘perspectives’). Discussions relating [...]
Balanced Scorecard was initially described as a simple, “4 box” approach to performance measurement (Kaplan and Norton, 1992). In addition to financial measures, managers were encouraged to look at measures drawn from three other “perspectives” of the business: Learning and Growth; Internal Business Process; and Customer, chosen to represent the major stakeholders in a business [...]
The Balanced Scorecard was first introduced in the early 1990s through the work of Robert Kaplan and David Norton of the Harvard Business School. Since then, the concept has become well known and its various forms widely adopted across the world (Rigby, 2001).
By combining financial measures and non-financial measures in a single report, the [...]
In business management, kaizen is a Japanese tradition which is now used internationally, modified by each culture to best suit their own business environments. A literal translation of kaizen could be “to become good through change”. At its most basic the concept of kaizen is one of restructuring and organizing every aspect of a system [...]
