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Intelligence","appliedCssClassNames":"summit-page",":type":"snowflake-site/components/structure/page"},{"id":"breadcrumb-f2c5873196-item-24a021456e","link":{"valid":true,"url":"/fr/analytics/business-intelligence/strategy/"},"active":false,"current":false,"title":"Stratégie BI","appliedCssClassNames":"summit-page",":type":"snowflake-site/components/structure/page"},{"id":"breadcrumb-f2c5873196-item-98485afd4e","link":{"valid":true,"url":"/fr/analytics/business-intelligence/strategy/balanced-scorecard/"},"active":true,"current":true,"title":"Tableau de bord prospectif","appliedCssClassNames":"summit-page",":type":"snowflake-site/components/structure/page"}],":type":"snowflake-site/components/breadcrumb"}},":type":"snowflake-site/components/flexible-column-container/flexible-column-content-container"},":type":"snowflake-site/components/flexible-column-container","isBlogPage":false,"isActiveTOC":false,"appliedCssClassNames":"snowflake-flexible-column-container-gray-10-bg"},"flexible_column_cont_939100716":{"id":"flexible-column-container-561fb4d300","propertiesId":"hub-hero","type":"2-column-even","alignColumns":"center","containerMaxWidth":"extra-large","topPadding":"extra-small","bottomPadding":"extra-small","spaceBetween":"small","reverseOnMobile":false,"carouselOnMobile":false,"propertiesCSSClasses":"page-section","backgroundImageOption":"none","flexible_column_content_container_1":{"layout":"SIMPLE","id":"container-522efde8e6",":itemsOrder":["title_v2","text","container"],":items":{"title_v2":{"id":"title-v2-382cb1f0fb","additionalClasses":"hub-hero__headline","type":"heading1","lines":["Tableau de bord prospectif (balanced scorecard) : 4 axes pour piloter la stratégie"],":type":"snowflake-site/components/title-v2","appliedCssClassNames":"left-alignment"},"text":{"id":"text-6c8ccc4ffb","additionalClasses":"hub-hero__subheadline","text":"\u003Cp\u003EJamais l’activité d’une entreprise n’a été aussi mesurable. Le tableau de bord prospectif aide les dirigeants à se concentrer sur les indicateurs liés à la stratégie, et à poser les définitions, les relations et les responsabilités nécessaires pour les interpréter.\u003C/p\u003E","richText":true,":type":"snowflake-site/components/text","appliedCssClassNames":"text-size-regular text-color-text-05"},"container":{"additionalClasses":"hub-hero__authors","layout":"RESPONSIVE_GRID","columnCount":12,"gridClassNames":"aem-Grid aem-Grid--12 aem-Grid--default--12","columnClassNames":{"content_chip_copy":"aem-GridColumn aem-GridColumn--default--12","content_chip":"aem-GridColumn 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Snowflake"],":type":"snowflake-site/components/title-v2"},":type":"snowflake-site/components/content-chip"},"content_chip_copy":{"id":"content-chip-3894092df5","cta":{"id":"cta","showOutboundIcon":false,"buttonLink":{"valid":true,"url":"https://www.snowflake.com/en/blog/authors/tracy-kabuya/"},"linkTargetContentType":"GENERIC",":type":"snowflake-site/components/button","linkType":"SNOWFLAKE_EXTERNAL","text":"Lire la biographie"},"image":{"id":"image","height":"709","src":"/adobe/dynamicmedia/deliver/dm-aid--9ad7a3c0-e23e-4370-bc36-f59a5fe02eff/img-1817.jpg?preferwebp=true&quality=85","alt":"Tracy Kabuya","lazyEnabled":true,"isLcpImage":false,"width":"709",":type":"snowflake-site/components/image"},"headline":{"id":"title","type":"heading5","lines":["Tracy Kabuya","Contributrice locale, Snowflake"],":type":"snowflake-site/components/title-v2"},":type":"snowflake-site/components/content-chip"}},"appliedCssClassNames":"snowflake-responsive-container-inner-padding-small",":type":"snowflake-site/components/container"}},"appliedCssClassNames":"snowflake-responsive-container-inner-padding-extra-small",":type":"snowflake-site/components/flexible-column-container/flexible-column-content-container"},"flexible_column_content_container_2":{"additionalClasses":"hub-hero__video-column","layout":"SIMPLE","id":"container-2cfe991e8d",":itemsOrder":["youtube"],":items":{"youtube":{"id":"embed-528dfe8794","youtubeVideoId":"560rRpKij6U","layout":"responsive","youtubeAspectRatio":"56.25","youtubeAutoPlay":false,"youtubeLoop":false,"youtubeMute":false,"youtubePlaysInline":false,"youtubeRel":false,"embeddableResourceType":"core/wcm/components/embed/v1/embed/embeddable/youtube","isLcpImage":true,"type":"EMBEDDABLE",":type":"snowflake-site/components/youtube"}},":type":"snowflake-site/components/flexible-column-container/flexible-column-content-container"},":type":"snowflake-site/components/flexible-column-container","isBlogPage":false,"isActiveTOC":false,"appliedCssClassNames":"snowflake-flexible-column-container-gray-10-bg"},"flexible_column_cont_1398138236":{"id":"flexible-column-container-70961a8cc3","propertiesId":"hub-hero-related-topics","type":"1-column","alignColumns":"top","containerMaxWidth":"extra-large","topPadding":"extra-small","bottomPadding":"medium","spaceBetween":"small","reverseOnMobile":false,"carouselOnMobile":false,"propertiesCSSClasses":"page-section","backgroundImageOption":"none","flexible_column_content_container_1":{"additionalClasses":"related-topics-outer-container border-top","layout":"SIMPLE","id":"container-b00418e5f2",":itemsOrder":["text_894059747","text"],":items":{"text_894059747":{"id":"text-3cc40dfcfb","additionalClasses":"seo-hub-hero__related-topic-label","text":"\u003Cp\u003EThèmes liés à la Business Intelligence :\u003C/p\u003E\n","richText":true,":type":"snowflake-site/components/text","appliedCssClassNames":"text-size-regular text-color-text-05"},"text":{"id":"text-c2140090b1","additionalClasses":"related-topics ","text":"\u003Cul\u003E\r\n\u003Cli\u003E\u003Ca href=\"https://www.snowflake.com/fr/analytics/business-intelligence/strategy/\"\u003EStratégie de BI\u003C/a\u003E\u003C/li\u003E\r\n\u003Cli\u003E\u003Ca href=\"https://www.snowflake.com/fr/analytics/business-intelligence/tools/\"\u003EOutils de Business Intelligence\u003C/a\u003E\u003C/li\u003E\r\n\u003Cli\u003E\u003Ca href=\"https://www.snowflake.com/fr/analytics/business-intelligence/kpi/\"\u003EKPI\u003C/a\u003E\u003C/li\u003E\r\n\u003Cli\u003E\u003Ca href=\"https://www.snowflake.com/fr/analytics/business-intelligence/okr/\"\u003EOKR\u003C/a\u003E\u003C/li\u003E\r\n\u003C/ul\u003E\r\n","richText":true,":type":"snowflake-site/components/text","appliedCssClassNames":"text-size-small"}},":type":"snowflake-site/components/flexible-column-container/flexible-column-content-container"},":type":"snowflake-site/components/flexible-column-container","isBlogPage":false,"isActiveTOC":false,"appliedCssClassNames":"snowflake-flexible-column-container-gray-10-bg"},"flexible_column_cont_663228916":{"id":"flexible-column-container-fb8cd1ce3a","propertiesId":"hub-body","type":"2-column-60-40","alignColumns":"top","containerMaxWidth":"extra-large","topPadding":"medium","bottomPadding":"medium","spaceBetween":"small","reverseOnMobile":false,"carouselOnMobile":false,"propertiesCSSClasses":"page-section","backgroundImageOption":"none","flexible_column_content_container_1":{"additionalClasses":"longform-content","layout":"SIMPLE","id":"hub-body-content",":itemsOrder":["callout__0","text__0","title_what-is-a-balanced-scorecard","text_what-is-a-balanced-scorecard_0","yt_what-is-a-balanced-scorecard_0","title_the-four-perspectives-of-the-balanced-scorecard","text_the-four-perspectives-of-the-balanced-scorecard_0","card_v2_the-four-perspectives-of-the-balanced-scorecard_0","title_from-strategy-map-to-scorecard-how-one-is-built","text_from-strategy-map-to-scorecard-how-one-is-built_0","callout_from-strategy-map-to-scorecard-how-one-is-built_0","title_balanced-scorecard-vs-kpi-vs-okr","text_balanced-scorecard-vs-kpi-vs-okr_0","title_why-balanced-scorecards-stall-the-definition-problem","text_why-balanced-scorecards-stall-the-definition-problem_0","callout_why-balanced-scorecards-stall-the-definition-problem_0","title_what-a-balanced-scorecard-needs-from-the-data-layer-underneath-it","text_what-a-balanced-scorecard-needs-from-the-data-layer-underneath-it_0","title_running-a-balanced-scorecard-on-snowflake","text_running-a-balanced-scorecard-on-snowflake_0","title_turning-strategy-into-measurable-performance","text_turning-strategy-into-measurable-performance_0","callout_turning-strategy-into-measurable-performance_0"],":items":{"callout__0":{"id":"text-10e88691a3","additionalClasses":"callout callout--general","text":"\u003Cp\u003E\u003Cstrong\u003EDÉFINITION DU TABLEAU DE BORD PROSPECTIF\u003C/strong\u003E\u003C/p\u003E\n\u003Cp\u003ELe tableau de bord prospectif (balanced scorecard) désigne une vue structurée de la performance stratégique. Il associe des mesures de résultats à des indicateurs portant sur les facteurs liés aux clients, aux opérations et à l’organisation, censés influer sur ces résultats.\u003C/p\u003E","richText":true,":type":"snowflake-site/components/text","appliedCssClassNames":"text-size-regular text-color-text-05"},"text__0":{"id":"text-ed4c987449","text":"\u003Cp\u003ELes entreprises disposent aujourd’hui de bien plus de données sur leur fonctionnement qu’à l’époque où \u003Ca href=\"https://www.hbs.edu/ris/Publication%20Files/10-074_0bf3c151-f82b-4592-b885-cdde7f5d97a6.pdf\" target=\"_blank\"\u003EKaplan et Norton ont présenté le tableau de bord prospectif\u003C/a\u003E en 1992. Interactions clients, performance opérationnelle, usage des produits, activité des collaborateurs et résultats financiers : tout peut désormais se mesurer avec plus de finesse et à une fréquence plus élevée. Les dirigeants ont donc beaucoup plus d’indicateurs potentiels à leur disposition. Toute la difficulté consiste à déterminer quelles mesures ont réellement leur place dans la réflexion stratégique, et quelles relations l’entreprise attend entre elles.\u003C/p\u003E\n\u003Cp\u003ELa méthode du tableau de bord prospectif permet justement de faire ces choix. Sur ses quatre axes (financier, client, processus internes, apprentissage et croissance), les mesures sont rattachées aux objectifs stratégiques et reliées entre elles.\u003C/p\u003E\n\u003Cp\u003ELa richesse de l’environnement de données actuel place toutefois la barre plus haut pour bien mettre en œuvre cette méthode.  Une mesure autrefois issue d’un seul rapport peut aujourd’hui combiner des données de plusieurs systèmes, s’actualiser en continu et s’analyser par région, par produit ou par segment de clientèle. \u003Ca href=\"https://www.snowflake.com/en/lp/cdo-guide-measuring-ai-business-value/\"\u003EAnahita Tafvizi, Chief Data and Analytics Officer de Snowflake\u003C/a\u003E,  voit d’ailleurs une partie du rôle du CDO moderne dans la capacité à « bâtir des systèmes qui traduisent systématiquement les données en résultats et guident l’entreprise pour mesurer, apprendre et s’adapter en chemin ».\u003C/p\u003E","richText":true,":type":"snowflake-site/components/text","appliedCssClassNames":"text-color-text-05"},"title_what-is-a-balanced-scorecard":{"id":"title-v2-3112da86a6","additionalClasses":"anchor-title anchor-title--what-is-a-balanced-scorecard","type":"heading2","lines":["Qu’est-ce qu’un tableau de bord prospectif ?"],":type":"snowflake-site/components/title-v2"},"text_what-is-a-balanced-scorecard_0":{"id":"text-1cd2959ca5","text":"\u003Cp\u003ELe tableau de bord prospectif (TBP) désigne une méthode de pilotage de la stratégie qui suit la performance selon quatre axes : financier, client, processus internes, apprentissage et croissance. Ensemble, ces axes relient les résultats financiers aux conditions opérationnelles et aux activités censées les produire. Les entreprises s’en servent pour traduire leur stratégie en un ensemble d’objectifs, de mesures, de cibles et d’initiatives reliés entre eux, qu’elles peuvent suivre dans la durée.\u003C/p\u003E\r\n\u003Cp\u003ERobert Kaplan et David Norton ont présenté cette méthode dans le numéro de janvier-février 1992 de la \u003Ci\u003EHarvard Business Review,\u003C/i\u003E à partir d’un projet de recherche d’un an mené auprès de 12 entreprises. Leur point de départ : une limite du reporting financier classique. Des mesures comme le retour sur investissement ou le bénéfice par action décrivent les résultats d’actions déjà engagées, mais offrent peu de visibilité sur les capacités, les processus et les résultats clients qui façonnent la performance future.\u003C/p\u003E\r\n\u003Cp\u003ELa méthode d’origine organisait le tableau de bord autour de quatre questions :\u003C/p\u003E\r\n\u003Cul\u003E\r\n\u003Cli\u003EComment nos clients nous perçoivent-ils ?\u003C/li\u003E\r\n\u003Cli\u003EDans quels domaines devons-nous exceller ?\u003C/li\u003E\r\n\u003Cli\u003EContinuons-nous à progresser et à créer de la valeur ?\u003C/li\u003E\r\n\u003Cli\u003EComment nos actionnaires nous perçoivent-ils ?\u003C/li\u003E\r\n\u003C/ul\u003E\r\n\u003Cp\u003ECes questions incitaient les dirigeants à sélectionner un nombre restreint de mesures issues de différents pans de l’activité, et à les examiner ensemble.\u003C/p\u003E\r\n\u003Cp\u003ECette distinction sépare encore aujourd'hui le tableau de bord prospectif d'un tableau de bord de gestion classique. Ce dernier peut regrouper les ventes, les niveaux de service, le taux de rotation du personnel et l'adoption des produits, simplement parce que les parties prenantes veulent les suivre.\u003C/p\u003E\r\n\u003Cp\u003EChaque mesure a également besoin d’un point de comparaison. Un objectif stratégique comme l’amélioration de la fidélisation client peut, par exemple, s’appuyer sur le taux de renouvellement comme mesure de performance, assorti d’une cible annuelle et d’un seuil qui déclenche une analyse approfondie. Sans ces liens, un ensemble de métriques métier donne de la visibilité sur la performance, sans forcément expliquer la stratégie qui la sous-tend.\u003C/p\u003E\r\n\u003Cp\u003E\u003Ca href=\"https://www.snowflake.com/fr/analytics/business-intelligence/strategy/\"\u003ELire notre guide sur la stratégie de Business Intelligence >\u003C/a\u003E\u003C/p\u003E\r\n\u003Cp\u003E\u003Ci\u003EDécouvrez comment Freddie Mac s’appuie sur des données et une analytique gouvernées pour mieux suivre sa performance et accélérer ses décisions :\u003C/i\u003E\u003C/p\u003E\r\n","richText":true,":type":"snowflake-site/components/text","appliedCssClassNames":"text-color-text-05"},"yt_what-is-a-balanced-scorecard_0":{"id":"embed-f00daa28a1","youtubeVideoId":"N1X8-9BHo6Q","layout":"responsive","youtubeAspectRatio":"56.25","youtubeAutoPlay":false,"youtubeLoop":false,"youtubeMute":false,"youtubePlaysInline":false,"youtubeRel":false,"embeddableResourceType":"core/wcm/components/embed/v1/embed/embeddable/youtube","isLcpImage":false,"type":"EMBEDDABLE",":type":"snowflake-site/components/youtube"},"title_the-four-perspectives-of-the-balanced-scorecard":{"id":"title-v2-b649ccc0ec","additionalClasses":"anchor-title anchor-title--the-four-perspectives-of-the-balanced-scorecard","type":"heading2","lines":["Les 4 axes du tableau de bord prospectif"],":type":"snowflake-site/components/title-v2"},"text_the-four-perspectives-of-the-balanced-scorecard_0":{"id":"text-f0a922b257","text":"\u003Cp\u003EChacun des quatre axes offre un regard différent sur la performance. Leur valeur tient toutefois aux relations qui les unissent. Une carte stratégique peut, par exemple, poser que le renforcement des compétences des collaborateurs améliore un processus donné, que cette évolution du processus améliore à son tour un résultat client, et que ce résultat client contribue à un résultat financier.\u003C/p\u003E\r\n\u003Cp\u003ECes liens sont des hypothèses sur la façon dont la stratégie est censée fonctionner. L’entreprise doit donc observer les mesures dans la durée et vérifier si les relations envisagées se confirment.\u003C/p\u003E\r\n\u003Ch3\u003EAxe financier\u003C/h3\u003E\r\n\u003Cp\u003EL’axe financier suit des résultats comme la croissance du chiffre d’affaires, la marge opérationnelle, les flux de trésorerie ou le rendement des capitaux. Les mesures financières sont généralement des indicateurs retardés : lorsque le résultat apparaît dans les états financiers, une grande partie des décisions et des activités qui l’ont produit ont déjà eu lieu.\u003C/p\u003E\r\n\u003Cp\u003EImaginons une entreprise qui souhaite augmenter le chiffre d’affaires récurrent généré par ses clients existants. La croissance du revenu récurrent annuel (ARR) peut servir de mesure de performance financière, assortie d’une cible et d’un seuil définis. Elle indique si la stratégie a produit, au bout du compte, le résultat économique attendu. Les signaux plus précoces se trouvent, eux, ailleurs dans le tableau de bord.\u003C/p\u003E\r\n\u003Cp\u003EPour une administration ou une organisation à but non lucratif, le résultat de plus haut niveau prend souvent une autre forme. L’accomplissement de la mission, les résultats pour les citoyens ou la valeur créée pour les parties prenantes peuvent occuper le sommet de la carte stratégique. Les mesures financières traduisent alors des contraintes de financement ou des objectifs de bonne gestion des ressources. \u003Ca href=\"https://balancedscorecard.org/\" target=\"_blank\" rel=\"noopener noreferrer\"\u003ELe Balanced Scorecard Institute\u003C/a\u003E, par exemple, documente ainsi des mises en œuvre dans le secteur public qui adaptent et renomment les axes traditionnels en fonction de la mission de l’organisation.\u003C/p\u003E\r\n\u003Cp\u003ECertaines entreprises adaptent elles aussi leurs axes, cette fois à leurs engagements de responsabilité sociétale des entreprises (RSE), en ajoutant par exemple des objectifs environnementaux ou sociaux à la carte stratégique. Pour celles qui publient un rapport de durabilité au titre de la directive européenne relative à la publication d'informations en matière de durabilité (Corporate Sustainability Reporting Directive, CSRD), rattacher ces indicateurs au tableau de bord permet de suivre la performance extra-financière avec la même rigueur que les autres mesures.\u003C/p\u003E\r\n\u003Ch3\u003EAxe client\u003C/h3\u003E\r\n\u003Cp\u003EL’axe client évalue dans quelle mesure l’entreprise tient la proposition de valeur promise par sa stratégie. Les mesures peuvent inclure la fidélisation client, la satisfaction, la part de portefeuille, le coût d’acquisition ou tout autre indicateur lié à ses objectifs clients.\u003C/p\u003E\r\n\u003Cp\u003EDans l’exemple du chiffre d’affaires récurrent, le taux de renouvellement peut constituer un indicateur avancé du chiffre d’affaires récurrent futur. Ce même taux de renouvellement est aussi un indicateur retardé des expériences passées en matière de qualité produit, de support ou de gestion de compte. Le rôle d’un indicateur dépend donc de sa place dans la stratégie étudiée.\u003C/p\u003E\r\n\u003Ch3\u003EAxe processus internes\u003C/h3\u003E\r\n\u003Cp\u003ELes mesures des processus métier internes suivent le travail nécessaire pour atteindre le résultat client. Selon la stratégie, il peut s’agir du délai de traitement des commandes, du taux de défauts, du taux de résolution au premier contact, de la durée du cycle de sortie des produits ou du coût de service.\u003C/p\u003E\r\n\u003Cp\u003ESi la fidélisation client dépend en partie de la qualité du service, par exemple, la résolution au premier contact peut servir d’indicateur avancé de la satisfaction ou du renouvellement. Le tableau de bord ne doit l’intégrer que si les dirigeants ont une raison stratégique de s’attendre à cette relation.\u003C/p\u003E\r\n\u003Cp\u003EKaplan et Norton ont formulé cet axe à travers une question volontairement sélective : dans quels domaines devons-nous exceller ? Cette formulation contribue à éviter que l’inventaire des métriques opérationnelles ne déborde sur le tableau de bord. De nombreux processus méritent l’attention de la direction, mais relativement peu doivent figurer dans le tableau de bord stratégique principal de l’organisation.\u003C/p\u003E\r\n\u003Ch3\u003EAxe apprentissage et croissance\u003C/h3\u003E\r\n\u003Cp\u003EDécrit à l’origine comme l’axe « innovation et apprentissage », cet axe couvre les capacités nécessaires pour améliorer les processus situés au-dessus de lui. Selon la stratégie, les mesures peuvent porter sur les compétences des équipes, la disponibilité de l’information, l’engagement des collaborateurs ou toute autre forme de capacité organisationnelle.\u003C/p\u003E\r\n\u003Cp\u003EPrenons une organisation de services qui déploie un nouveau modèle de support. Le pourcentage de collaborateurs du service qui maîtrisent le nouveau système peut servir d’indicateur avancé de la résolution au premier contact. Celle-ci alimente à son tour les objectifs clients et financiers situés plus haut dans la carte stratégique.\u003C/p\u003E\r\n\u003Cp\u003ELes mesures de cet axe méritent la même précision que celles des autres axes. Le nombre d’heures de formation, à lui seul, en dit peu sur l’acquisition réelle de la capacité dont la stratégie a besoin. Une mesure plus solide identifie la capacité elle-même et un moyen pertinent de l’évaluer.\u003C/p\u003E\r\n\u003Cp\u003ESur les quatre axes, les mêmes composants de base relient la mesure à l’action : objectifs stratégiques, mesures de performance, cibles et initiatives stratégiques. Les objectifs décrivent le résultat visé, les mesures montrent les progrès, les cibles fixent le niveau de performance attendu et les initiatives désignent le travail destiné à faire évoluer la mesure.\u003C/p\u003E\r\n\u003Cp\u003ELe tableau ci-dessous rassemble l’exemple suivi tout au long de cette section. Il se lit de bas en haut : la maîtrise du nouveau système améliore la résolution au premier contact, qui soutient le taux de renouvellement, lequel contribue à son tour à la croissance de l’ARR.\u003C/p\u003E\r\n\u003Ctable\u003E\r\n\u003Cthead\u003E\u003Ctr\u003E\u003Cth class=\"snowflake-bullet-blue\"\u003EAxe\u003C/th\u003E\r\n\u003Cth\u003EObjectif stratégique\u003C/th\u003E\r\n\u003Cth\u003EMesure de performance\u003C/th\u003E\r\n\u003Cth\u003ECible\u003C/th\u003E\r\n\u003Cth\u003ESeuil d’alerte\u003C/th\u003E\r\n\u003Cth\u003EInitiative stratégique\u003C/th\u003E\r\n\u003C/tr\u003E\u003C/thead\u003E\u003Ctbody\u003E\u003Ctr\u003E\u003Ctd\u003EFinancier\u003C/td\u003E\r\n\u003Ctd\u003EAccroître le chiffre d’affaires récurrent des clients existants\u003C/td\u003E\r\n\u003Ctd\u003ECroissance de l’ARR\u003C/td\u003E\r\n\u003Ctd\u003E+8 % sur l’année\u003C/td\u003E\r\n\u003Ctd\u003EMoins de +4 %\u003C/td\u003E\r\n\u003Ctd\u003EProgramme de développement des comptes existants\u003C/td\u003E\r\n\u003C/tr\u003E\u003Ctr\u003E\u003Ctd\u003EClient\u003C/td\u003E\r\n\u003Ctd\u003ERenforcer la fidélisation client\u003C/td\u003E\r\n\u003Ctd\u003ETaux de renouvellement\u003C/td\u003E\r\n\u003Ctd\u003E90 %\u003C/td\u003E\r\n\u003Ctd\u003EMoins de 85 %\u003C/td\u003E\r\n\u003Ctd\u003ERevue trimestrielle des comptes à risque\u003C/td\u003E\r\n\u003C/tr\u003E\u003Ctr\u003E\u003Ctd\u003EProcessus internes\u003C/td\u003E\r\n\u003Ctd\u003EAméliorer la qualité du service\u003C/td\u003E\r\n\u003Ctd\u003ETaux de résolution au premier contact\u003C/td\u003E\r\n\u003Ctd\u003E75 %\u003C/td\u003E\r\n\u003Ctd\u003EMoins de 65 %\u003C/td\u003E\r\n\u003Ctd\u003EDéploiement du nouveau modèle de support\u003C/td\u003E\r\n\u003C/tr\u003E\u003Ctr\u003E\u003Ctd\u003EApprentissage et croissance\u003C/td\u003E\r\n\u003Ctd\u003EDévelopper les compétences sur le nouveau système\u003C/td\u003E\r\n\u003Ctd\u003EPart des collaborateurs du service qui maîtrisent le nouveau système\u003C/td\u003E\r\n\u003Ctd\u003E90 % en fin de déploiement\u003C/td\u003E\r\n\u003Ctd\u003EMoins de 70 % à mi-parcours\u003C/td\u003E\r\n\u003Ctd\u003EParcours de certification interne\u003C/td\u003E\r\n\u003C/tr\u003E\u003C/tbody\u003E\u003C/table\u003E\r\n\u003Cp\u003E\u003Ci\u003EValeurs indicatives, à titre d’illustration.\u003C/i\u003E\u003C/p\u003E\r\n","richText":true,":type":"snowflake-site/components/text","appliedCssClassNames":"text-color-text-05"},"card_v2_the-four-perspectives-of-the-balanced-scorecard_0":{"id":"card-v2-fbd57abb37","additionalClasses":"seo-customer","configurationStatus":{"configured":true,"message":""},"button":{"id":"button","showOutboundIcon":false,"buttonLink":{"valid":true,"url":"/fr/customers/all-customers/case-study/natwest/"},"linkTargetContentType":"DOCUMENT",":type":"snowflake-site/components/button","linkType":"SNOWFLAKE_INTERNAL","text":"Lire l’étude de cas complète"},":type":"snowflake-site/components/card-v2","title":{"id":"title","type":"heading4","lines":["NatWest"],":type":"snowflake-site/components/title-v2"},"image":{"id":"image","height":"351","src":"/adobe/dynamicmedia/deliver/dm-aid--26324df3-af22-4b15-bf1c-cde8d89f4aed/natwest%25403x.png?preferwebp=true&quality=85","alt":"NatWest logo","lazyEnabled":true,"isLcpImage":false,"width":"624",":type":"snowflake-site/components/image"},"type":"content-card","text":{"id":"text","text":"\u003Cp\u003EL'équipe ESG de NatWest s'appuie sur Snowflake pour analyser ses données climatiques et produire son reporting ESG. Avec le Data Guardian Framework, mis en place avec dbt et Snowflake Professional Services, elle évalue la qualité des données avant leur entrée dans ses systèmes et avant leur sortie. Ses indicateurs extra-financiers reposent donc sur des données contrôlées, condition indispensable pour les suivre dans un tableau de bord prospectif.\u003C/p\u003E\r\n","richText":true,":type":"snowflake-site/components/text"},"layoutStyle":"horizontal"},"title_from-strategy-map-to-scorecard-how-one-is-built":{"id":"title-v2-e649e165b9","additionalClasses":"anchor-title anchor-title--from-strategy-map-to-scorecard-how-one-is-built","type":"heading2","lines":["Comment construire un tableau de bord prospectif ?"],":type":"snowflake-site/components/title-v2"},"text_from-strategy-map-to-scorecard-how-one-is-built_0":{"id":"text-0be1c3ef95","text":"\u003Cp\u003EUn tableau de bord prospectif se construit en amont des métriques. L’entreprise définit d’abord ce qu’elle cherche à accomplir, puis décrit les relations entre ses objectifs, avant de choisir les mesures qui permettront de les vérifier.\u003C/p\u003E\r\n\u003Cp\u003ELe Balanced Scorecard Institute formalise cette mise en œuvre dans une méthodologie en neuf étapes, qui va de l’état des lieux et de l’élaboration de la stratégie jusqu’à la mesure, l’automatisation, l’alignement et l’évaluation. En pratique, la construction suit généralement cet ordre :\u003C/p\u003E\r\n\u003Col\u003E\r\n\u003Cli\u003E\u003Cb\u003EDéfinir les objectifs stratégiques :\u003C/b\u003E partez des résultats précis que l’entreprise doit améliorer, comme renforcer la fidélisation client, raccourcir les délais de traitement des commandes ou améliorer un résultat lié à la mission.\u003C/li\u003E\r\n\u003Cli\u003E\u003Cb\u003EConstruire la carte stratégique :\u003C/b\u003E répartissez ces objectifs entre les axes concernés et tracez les relations de cause à effet supposées entre eux. La carte stratégique offre aux dirigeants une vue d’ensemble de l’hypothèse stratégique, sur une seule page : si la capacité A s’améliore, le processus B devrait progresser, puis le résultat client C, et enfin le résultat financier ou lié à la mission D. Elle doit faire apparaître les liens logiques de cause à effet entre les objectifs stratégiques.\u003C/li\u003E\r\n\u003Cli\u003E\u003Cb\u003EChoisir les mesures de performance :\u003C/b\u003E sélectionnez des indicateurs qui apportent des éléments probants pour chaque objectif et pour sa place dans la carte stratégique. Certaines mesures rendront compte de résultats déjà obtenus ; d’autres doivent fournir un signal plus précoce de progression.\u003C/li\u003E\r\n\u003Cli\u003E\u003Cb\u003EFixer des cibles et des seuils :\u003C/b\u003E attribuez à chaque mesure un niveau attendu clairement défini. Une cible établit le résultat souhaité. Les seuils, quant à eux, aident les équipes à repérer une performance qui requiert de l’attention avant la prochaine revue stratégique formelle.\u003C/li\u003E\r\n\u003Cli\u003E\u003Cb\u003ERelier les initiatives stratégiques :\u003C/b\u003E chaque initiative doit avoir un lien explicite avec les objectifs et les mesures sur lesquels elle est censée agir. Ce lien permet d’évaluer le travail mené au regard de la performance qui en résulte.\u003C/li\u003E\r\n\u003Cli\u003E\u003Cb\u003EAligner et décliner le tableau de bord :\u003C/b\u003E les directions métiers, les départements et les équipes rattachent ensuite leurs propres objectifs et mesures à la stratégie de niveau supérieur.\u003C/li\u003E\r\n\u003C/ol\u003E\r\n\u003Cp\u003ECette dernière étape soulève un problème de mesure souvent négligé. Si le tableau de bord de l’entreprise suit la fidélisation client alors qu’une direction métier publie un calcul différent sous le même nom, la mesure de niveau inférieur ne peut pas alimenter proprement la vue d’ensemble.\u003C/p\u003E\r\n\u003Cp\u003EUne fiche de mesure permet d’éviter cette dérive. Pour chaque mesure du tableau de bord, documentez la définition et la formule exactes, les données sources, le responsable désigné, la fréquence d’actualisation, la cible et le seuil. Lorsque les calculs dépendent de filtres, d’exclusions ou d’une granularité de reporting particulière, ces détails ont aussi leur place dans la fiche.\u003C/p\u003E\r\n\u003Cp\u003ECette documentation paraît bien banale à côté de la construction d’une carte stratégique. Elle porte pourtant une large part de la charge opérationnelle. Lorsqu’une métrique évolue de façon inattendue, les équipes doivent pouvoir déterminer si la performance a réellement changé, si les données sous-jacentes ont évolué ou si la mesure elle-même a été redéfinie.\u003C/p\u003E\r\n","richText":true,":type":"snowflake-site/components/text","appliedCssClassNames":"text-color-text-05"},"callout_from-strategy-map-to-scorecard-how-one-is-built_0":{"id":"text-42ff156088","additionalClasses":"callout callout--tip","text":"\u003Cp\u003E\u003Cb\u003EASTUCE\u003C/b\u003E\u003C/p\u003E\r\n\u003Cp\u003ERédigez une fiche de mesure avant de décliner une métrique auprès d’autres équipes. Consignez sa formule, ses données sources, son responsable, sa fréquence d’actualisation, sa cible et son seuil : chaque niveau du tableau de bord évalue ainsi la même chose.\u003C/p\u003E\r\n","richText":true,":type":"snowflake-site/components/text","appliedCssClassNames":"text-size-regular text-color-text-05"},"title_balanced-scorecard-vs-kpi-vs-okr":{"id":"title-v2-0e2240b79b","additionalClasses":"anchor-title anchor-title--balanced-scorecard-vs-kpi-vs-okr","type":"heading2","lines":["Tableau de bord prospectif, KPI et OKR : différences"],":type":"snowflake-site/components/title-v2"},"text_balanced-scorecard-vs-kpi-vs-okr_0":{"id":"text-168882f61a","text":"\u003Cp\u003ELe tableau de bord prospectif, les indicateurs clés de performance (KPI) et les OKR s’appuient tous sur la mesure, mais à des niveaux différents d’un système de management.\u003C/p\u003E\r\n\u003Ch3\u003ETableau de bord prospectif ou KPI ?\u003C/h3\u003E\r\n\u003Cp\u003EUn \u003Ca href=\"https://www.snowflake.com/fr/analytics/business-intelligence/kpi/\"\u003EKPI\u003C/a\u003E désigne une mesure individuelle utilisée pour suivre la performance par rapport à un objectif important. Le tableau de bord prospectif, lui, organise un ensemble restreint de mesures au sein d’une stratégie explicite. Il montre ainsi comment l’entreprise s’attend à ce que ses objectifs, répartis sur plusieurs axes, s’articulent entre eux.\u003C/p\u003E\r\n\u003Cp\u003EUn KPI de fidélisation des clients, par exemple, peut apparaître dans de nombreux rapports opérationnels. Au sein d’un tableau de bord prospectif, ce même KPI s’accompagne d’un objectif stratégique, d’une cible, d’une initiative et d’une relation supposée avec d’autres mesures.\u003C/p\u003E\r\n\u003Ch3\u003ETableau de bord prospectif ou OKR ?\u003C/h3\u003E\r\n\u003Cp\u003ELes objectifs et résultats clés (Objectives and Key Results, \u003Ca href=\"https://www.snowflake.com/fr/analytics/business-intelligence/okr/\"\u003EOKR\u003C/a\u003E) organisent les buts et les résultats mesurables autour d’un rythme de planification et d’exécution. Le tableau de bord prospectif offre, quant à lui, une structure pérenne pour exprimer la stratégie à travers des objectifs et des mesures de performance reliés entre eux.\u003C/p\u003E\r\n\u003Cp\u003ELes entreprises qui utilisent les deux approches les relient souvent. Un tableau de bord permanent peut faire de la fidélisation client un objectif stratégique et suivre le taux de renouvellement sur plusieurs années. L’OKR en cours d’une équipe peut, de son côté, viser une amélioration précise, censée faire évoluer cette mesure au cours de la prochaine période de planification.\u003C/p\u003E\r\n\u003Cp\u003ELeurs rythmes de revue doivent toutefois rester assez synchronisés pour que ces relations gardent leur utilité. Si les équipes opérationnelles réagissent chaque semaine à la performance alors que les indicateurs stratégiques concernés ne sont examinés que plusieurs mois plus tard, les dirigeants ont moins d’occasions de relier le travail en cours aux évolutions du tableau de bord.\u003C/p\u003E\r\n\u003Ch3\u003ETableau de bord prospectif ou North Star Metric ?\u003C/h3\u003E\r\n\u003Cp\u003ELa North Star Metric (métrique « Étoile du Nord ») concentre l’attention sur une seule mesure, étroitement associée à la valeur qu’apporte une organisation ou un produit. Le tableau de bord prospectif conserve, à l’inverse, plusieurs axes de façon délibérée : une seule métrique décrit rarement l’ensemble des conditions qui sous-tendent la performance d’une organisation.\u003C/p\u003E\r\n","richText":true,":type":"snowflake-site/components/text","appliedCssClassNames":"text-color-text-05"},"title_why-balanced-scorecards-stall-the-definition-problem":{"id":"title-v2-fa42383eb8","additionalClasses":"anchor-title anchor-title--why-balanced-scorecards-stall-the-definition-problem","type":"heading2","lines":["Quelles sont les limites du tableau de bord prospectif ?"],":type":"snowflake-site/components/title-v2"},"text_why-balanced-scorecards-stall-the-definition-problem_0":{"id":"text-f4ce2cd1c4","text":"\u003Cp\u003ELes quatre axes sont simples à comprendre. Pour autant, garder le dispositif utile sur le plan stratégique dans la durée suppose de surmonter des difficultés liées à la définition et à la gestion des métriques.\u003C/p\u003E\r\n\u003Ch3\u003EDes métriques existantes rangées dans quatre cases\u003C/h3\u003E\r\n\u003Cp\u003EUne mise en œuvre courante part des mesures que l’entreprise publie déjà, les répartit entre les quatre axes et baptise l’ensemble « tableau de bord prospectif ».\u003C/p\u003E\r\n\u003Cp\u003ELe résultat manque souvent des relations stratégiques qui donnent sa structure à la méthode. Le chiffre d’affaires peut figurer dans l’axe financier, la satisfaction dans l’axe client, la durée de cycle dans l’axe processus internes et les heures de formation dans l’axe apprentissage et croissance. Rien n’explique pourtant pourquoi ces mesures précises ont été retenues, ni comment l’évolution de l’une devrait se répercuter sur une autre.\u003C/p\u003E\r\n\u003Cp\u003EUne carte stratégique fiable corrige ce problème en amont. Chaque mesure de performance doit alors sa place à un objectif et au rôle qu’elle est censée jouer dans l’hypothèse stratégique.\u003C/p\u003E\r\n\u003Ch3\u003EUne collecte qui alourdit le reporting\u003C/h3\u003E\r\n\u003Cp\u003ELes programmes de tableau de bord prospectif butent souvent sur la compilation, lorsqu’elle exige des tâches manuelles répétées. Si une mesure oblige quelqu’un à exporter une feuille de calcul, à la nettoyer, à la rapprocher d’une autre source et à reconstruire le calcul avant chaque revue, le reporting absorbe un temps qui pourrait servir à interpréter la performance.\u003C/p\u003E\r\n\u003Cp\u003EAvec le temps, les entreprises ont tendance à ne conserver que les mesures les plus faciles à produire. Les indicateurs utiles sur le plan stratégique mais coûteux à collecter sont actualisés moins souvent, voire disparaissent du tableau de bord.\u003C/p\u003E\r\n\u003Cp\u003ELa fréquence d’actualisation doit donc suivre le rythme des revues et la nature du signal concerné. Un indicateur opérationnel avancé actualisé une seule fois par trimestre n’offre guère d’alerte précoce dans un cycle de pilotage mensuel.\u003C/p\u003E\r\n\u003Ch3\u003EDes définitions métier qui divergent entre systèmes et équipes\u003C/h3\u003E\r\n\u003Cp\u003EUn problème plus profond apparaît lorsqu’un même terme métier renvoie à des calculs différents. Le « chiffre d’affaires » peut, par exemple, reposer sur les prises de commandes dans un rapport et sur le chiffre d’affaires comptabilisé dans un autre. Ou encore, l’équipe produit peut définir un « client actif » comme un client qui s’est connecté au cours des 30 derniers jours, quand l’équipe finance le définit comme un compte facturé au cours du trimestre en cours.\u003C/p\u003E\r\n\u003Cp\u003EComme le souligne \u003Ca href=\"https://www.snowflake.com/en/blog/engineering/how-to-build-semantic-view/\"\u003EAbhinav Vadrevu, Senior Product Manager chez Snowflake\u003C/a\u003E, « les définitions métier sont par nature collectives ». Un terme comme \u003Ci\u003Echiffre d’affaires\u003C/i\u003E ou \u003Ci\u003Eclient actif\u003C/i\u003E reflète souvent des décisions accumulées au fil du reporting, de l’analyse et des processus métier. Il est donc essentiel de documenter la définition convenue lorsque la mesure figure dans un tableau de bord d’entreprise.\u003C/p\u003E\r\n\u003Cp\u003EÀ l’échelle de l’entreprise, une source unique de vérité pour un tableau de bord doit reposer sur une définition gouvernée unique et sur un chemin de référence vers les données qui servent à la calculer, même lorsque les enregistrements sous-jacents sont répartis entre plusieurs systèmes. Cela suppose un accord sur les définitions métier autant qu’une mise en œuvre technique.\u003C/p\u003E\r\n\u003Ch3\u003EDes mesures qui créent leurs propres incitations\u003C/h3\u003E\r\n\u003Cp\u003EDès qu’une mesure est assortie d’une cible, chacun a une raison d’améliorer le chiffre. Parfois, le chiffre s’améliore alors que l’objectif sous-jacent, lui, ne progresse pas. Un conseiller du service client évalué uniquement sur la durée moyenne de traitement, par exemple, est incité à écourter les appels, même lorsque le problème du client reste entier. Associer une métrique d’efficacité à une métrique de qualité ou de résultat donne aux dirigeants une vision plus juste de ce compromis.\u003C/p\u003E\r\n\u003Cp\u003ELa carte stratégique elle-même mérite aussi d’être examinée de près. Si l’entreprise prévoit qu’une formation supplémentaire améliorera la résolution au premier contact, qui renforcera la satisfaction puis la fidélisation client, le tableau de bord permet de vérifier si ces relations se retrouvent dans les données. Dans le cas contraire, c’est la stratégie, ou la conception des mesures, qu’il faut réexaminer.\u003C/p\u003E\r\n","richText":true,":type":"snowflake-site/components/text","appliedCssClassNames":"text-color-text-05"},"callout_why-balanced-scorecards-stall-the-definition-problem_0":{"id":"text-fe2b3ec012","additionalClasses":"callout callout--warning","text":"\u003Cp\u003E\u003Cstrong\u003EPIÈGE COURANT\u003C/strong\u003E\u003C/p\u003E\n\u003Cp\u003EUne erreur fréquente consiste à utiliser le même nom de métrique à plusieurs niveaux sans vérifier la définition sous-jacente. Si la « fidélisation client » ou le « chiffre d’affaires » ne se calculent pas de la même façon d’une équipe à l’autre, les mesures peuvent sembler alignées alors que la consolidation raconte une tout autre histoire.\u003C/p\u003E","richText":true,":type":"snowflake-site/components/text","appliedCssClassNames":"text-size-regular text-color-text-05"},"title_what-a-balanced-scorecard-needs-from-the-data-layer-underneath-it":{"id":"title-v2-8403c5dca3","additionalClasses":"anchor-title anchor-title--what-a-balanced-scorecard-needs-from-the-data-layer-underneath-it","type":"heading2","lines":["Les exigences du tableau de bord prospectif côté données"],":type":"snowflake-site/components/title-v2"},"text_what-a-balanced-scorecard-needs-from-the-data-layer-underneath-it_0":{"id":"text-1ef87bb80c","text":"\u003Cp\u003EDès qu’un tableau de bord prospectif couvre plusieurs systèmes, équipes et outils de reporting, la conception des mesures s’accompagne de ses propres exigences techniques. Le traiter comme un produit de données aide à rendre ces exigences explicites.\u003C/p\u003E\r\n\u003Cul\u003E\r\n\u003Cli\u003E\u003Cb\u003EDéfinitions de métriques gouvernées :\u003C/b\u003E stockez la formule, les règles d’agrégation, les jointures et la logique métier associée dans un modèle sémantique réutilisable, une vue sémantique ou une couche gouvernée équivalente. Les tableaux de bord, les rapports et les interfaces analytiques doivent faire référence à cette logique partagée au lieu de reproduire les calculs chacun de leur côté.\u003C/li\u003E\r\n\u003Cli\u003E\u003Cb\u003EHistorique des modifications des définitions :\u003C/b\u003E consignez les modifications apportées à la mesure et à sa logique, idéalement grâce à des définitions versionnées. Lors d’une revue stratégique, vos équipes doivent pouvoir distinguer une véritable évolution de la performance d’une simple modification du calcul.\u003C/li\u003E\r\n\u003Cli\u003E\u003Cb\u003EResponsable désigné :\u003C/b\u003E confiez chaque mesure à une personne clairement identifiée, garante de sa définition métier et chargée de coordonner ses évolutions. Une responsabilité attribuée à une équipe entière laisse souvent planer le doute sur la personne qui valide une nouvelle exclusion, un nouveau filtre ou une nouvelle règle de calcul.\u003C/li\u003E\r\n\u003Cli\u003E\u003Cb\u003EFréquence d’actualisation adaptée :\u003C/b\u003E alignez l’actualisation des données sur la rapidité avec laquelle l’indicateur doit fournir des informations utiles. Une revue stratégique mensuelle n’exige pas que chaque mesure soit disponible en temps réel. Un indicateur avancé destiné à faire émerger des problèmes opérationnels naissants doit, lui, disposer de données assez fraîches pour remplir ce rôle.\u003C/li\u003E\r\n\u003Cli\u003E\u003Cb\u003ETraçabilité des données jusqu’à la source :\u003C/b\u003E conservez un chemin qui relie le chiffre affiché dans le tableau de bord aux données sous-jacentes, en passant par ses transformations et ses calculs. Lorsqu’une valeur semble erronée, les analystes et les contrôleurs de gestion doivent disposer d’un moyen concret de retrouver son origine.\u003C/li\u003E\r\n\u003Cli\u003E\u003Cb\u003EExploration des questions de suivi :\u003C/b\u003E une mesure de haut niveau ouvre généralement la discussion. Si la fidélisation client recule, les questions suivantes portent sur la région, le segment, le produit, la cohorte ou tout autre facteur en cause. Les interfaces analytiques doivent permettre cette analyse détaillée avec les mêmes définitions de métriques que celles qui ont produit le tableau de bord.\u003C/li\u003E\r\n\u003C/ul\u003E\r\n\u003Cp\u003EPour les systèmes sémantiques et conversationnels, des requêtes de référence testées constituent un contrôle supplémentaire utile. Un ensemble de questions connues et de calculs attendus permet à vos équipes de vérifier que les modifications du modèle sémantique renvoient toujours les résultats prévus. Dans les systèmes qui prennent en charge les requêtes vérifiées, ces exemples apportent en outre un contexte supplémentaire pour traduire les questions métier en une logique analytique correcte.\u003C/p\u003E\r\n\u003Cp\u003ETous ces contrôles servent un objectif plus large : le chiffre affiché dans le tableau de bord doit rester reproductible. Un directeur financier, une équipe stratégie ou un analyste qui consulte la même mesure doit pouvoir accéder à sa définition, comprendre sa source et obtenir le même résultat à partir de la même logique gouvernée.\u003C/p\u003E\r\n","richText":true,":type":"snowflake-site/components/text","appliedCssClassNames":"text-color-text-05"},"title_running-a-balanced-scorecard-on-snowflake":{"id":"title-v2-5482cec81e","additionalClasses":"anchor-title anchor-title--running-a-balanced-scorecard-on-snowflake","type":"heading2","lines":["Piloter un tableau de bord prospectif avec Snowflake"],":type":"snowflake-site/components/title-v2"},"text_running-a-balanced-scorecard-on-snowflake_0":{"id":"text-68cf89d605","text":"\u003Cp\u003EDans Snowflake, une couche de métriques gouvernée peut alimenter la BI et les applications analytiques, tout en fournissant des définitions et une logique métier cohérentes pour les mesures du tableau de bord prospectif.\u003C/p\u003E\r\n\u003Cp\u003ELes \u003Ca href=\"https://docs.snowflake.com/en/user-guide/views-semantic/overview\"\u003ESnowflake Semantic Views\u003C/a\u003E stockent les concepts métier directement sous forme d’objets de base de données au niveau du schéma, notamment des métriques, des dimensions et des relations. Une mesure comme le \u003Ci\u003Echiffre d’affaires net, la rétention\u003C/i\u003E ou le \u003Ci\u003Ecoût\u003C/i\u003E de service aux côtés des données qui servent à la calculer, et les consommateurs en aval disposent d'une méthode d'agrégation homogène.\u003C/p\u003E\r\n\u003Cp\u003EPour approfondir l’analyse, \u003Ca href=\"https://docs.snowflake.com/fr/user-guide/snowflake-cortex/cortex-analyst\"\u003ECortex Analyst\u003C/a\u003E s’appuie sur les Semantic Views afin de traduire les questions en langage naturel en requêtes SQL sur des données structurées. Un responsable de la stratégie qui examine la fidélisation client peut, par exemple, passer de la mesure de haut niveau à des questions sur une région ou un produit, tout en continuant d’utiliser les définitions de métriques encodées dans la Semantic View. Les requêtes vérifiées fournissent, de leur côté, des exemples testés de questions et de requêtes SQL, qui améliorent la précision des réponses aux questions analytiques récurrentes.\u003C/p\u003E\r\n\u003Cp\u003E\u003Ca href=\"https://www.snowflake.com/en/product/snowflake-cowork/\"\u003ESnowflake CoWork\u003C/a\u003E étend l’analyse en langage naturel à une expérience plus large d’agent au service du travail quotidien. \u003Ca href=\"https://www.snowflake.com/fr/blog/horizon-context-governed-context/\"\u003ESnowflake Horizon Context\u003C/a\u003E apporte, quant à lui, les définitions métier et le contexte associé dans Snowflake Horizon Catalog. Ensemble, ces fonctionnalités visent à ancrer les interactions d’IA et de BI dans une logique métier gouvernée, sans que chaque interface ait à reconstruire seule la signification d’une mesure.\u003C/p\u003E\r\n\u003Cp\u003EL’interopérabilité compte aussi pour les tableaux de bord prospectifs, car les mesures stratégiques apparaissent souvent dans plusieurs outils de BI et d’analytique. Snowflake a contribué au lancement d’\u003Ca href=\"https://www.snowflake.com/fr/blog/open-semantic-interchanges-specs-finalized/\"\u003EOpen Semantic Interchange\u003C/a\u003E, une initiative visant à créer une spécification ouverte pour échanger des définitions sémantiques entre systèmes. En juillet 2026, le projet a rejoint l’incubateur de l’Apache Software Foundation sous le nom Apache Ossie (Incubating). Il poursuit ainsi le même objectif : rendre les métadonnées sémantiques portables.\u003C/p\u003E\r\n\u003Cp\u003ELes capacités nécessaires sont simples : définir la mesure une seule fois, gouverner sa logique, conserver son historique et offrir à chaque utilisateur une façon cohérente de l’interpréter. Avec ce socle, la revue stratégique peut se concentrer sur ce que les mesures disent de la performance, et sur la question de savoir si les relations prévues par la stratégie se vérifient réellement.\u003C/p\u003E\r\n","richText":true,":type":"snowflake-site/components/text","appliedCssClassNames":"text-color-text-05"},"title_turning-strategy-into-measurable-performance":{"id":"title-v2-4cb566a6d1","additionalClasses":"anchor-title anchor-title--turning-strategy-into-measurable-performance","type":"heading2","lines":["Traduire la stratégie en performance mesurable"],":type":"snowflake-site/components/title-v2"},"text_turning-strategy-into-measurable-performance_0":{"id":"text-768be6d268","text":"\u003Cp\u003ELe tableau de bord prospectif prend toute sa valeur lorsqu’il offre aux dirigeants une méthode rigoureuse pour vérifier comment la stratégie se déploie dans l’entreprise. À mesure qu’une part croissante de l’activité devient mesurable, les entreprises doivent veiller à ce que les mesures du tableau de bord restent définies de façon cohérente, rattachées à des objectifs clairs et comparables dans le temps.  Une fois ces bases posées, le tableau de bord donne aux revues stratégiques un cadre structuré pour vérifier si les relations attendues par l’entreprise se retrouvent réellement dans la performance.\u003C/p\u003E","richText":true,":type":"snowflake-site/components/text","appliedCssClassNames":"text-color-text-05"},"callout_turning-strategy-into-measurable-performance_0":{"id":"text-801e0f1d73","additionalClasses":"callout callout--general","text":"\u003Cp\u003E\u003Cstrong\u003EÀ RETENIR\u003C/strong\u003E\u003C/p\u003E\n\u003Cp\u003EUn tableau de bord prospectif est d’autant plus utile que ses mesures forment un modèle cohérent de la stratégie, et qu’elles sont suffisamment stables pour vérifier si les relations attendues entre capacités, processus, résultats clients et résultats financiers se confirment réellement.\u003C/p\u003E","richText":true,":type":"snowflake-site/components/text","appliedCssClassNames":"text-size-regular text-color-text-05"}},"appliedCssClassNames":"snowflake-responsive-container-inner-padding-medium",":type":"snowflake-site/components/flexible-column-container/flexible-column-content-container"},"flexible_column_content_container_2":{"additionalClasses":"hub-sidebar","layout":"SIMPLE","id":"hub-body-aside",":itemsOrder":["container"],":items":{"container":{"additionalClasses":"sticky-sidebar","layout":"RESPONSIVE_GRID","columnCount":12,"gridClassNames":"aem-Grid aem-Grid--12 aem-Grid--default--12","columnClassNames":{"text_943981956_copy_":"aem-GridColumn aem-GridColumn--default--12","text_copy":"aem-GridColumn aem-GridColumn--default--12"},"id":"container-af6db4c5ce",":itemsOrder":["text_943981956_copy_","text_copy"],":items":{"text_943981956_copy_":{"id":"text-8ca1b8af98","additionalClasses":"eyebrow-text","text":"\u003Cp\u003EDans ce guide\u003C/p\u003E\n","richText":true,":type":"snowflake-site/components/text","appliedCssClassNames":"text-size-regular"},"text_copy":{"id":"text-812441b932","additionalClasses":"page-toc","text":"\u003Cul\u003E\r\n\u003Cli data-anchor=\"what-is-a-balanced-scorecard\"\u003EQu’est-ce qu’un tableau de bord prospectif ?\u003C/li\u003E\r\n\u003Cli data-anchor=\"the-four-perspectives-of-the-balanced-scorecard\"\u003ELes 4 axes du tableau de bord prospectif\u003C/li\u003E\r\n\u003Cli data-anchor=\"from-strategy-map-to-scorecard-how-one-is-built\"\u003EComment construire un tableau de bord prospectif ?\u003C/li\u003E\r\n\u003Cli data-anchor=\"balanced-scorecard-vs-kpi-vs-okr\"\u003ETableau de bord prospectif, KPI et OKR : différences\u003C/li\u003E\r\n\u003Cli data-anchor=\"why-balanced-scorecards-stall-the-definition-problem\"\u003EQuelles sont les limites du tableau de bord prospectif ?\u003C/li\u003E\r\n\u003Cli data-anchor=\"what-a-balanced-scorecard-needs-from-the-data-layer-underneath-it\"\u003ELes exigences du tableau de bord prospectif côté données\u003C/li\u003E\r\n\u003Cli data-anchor=\"running-a-balanced-scorecard-on-snowflake\"\u003EPiloter un tableau de bord prospectif avec Snowflake\u003C/li\u003E\r\n\u003Cli data-anchor=\"turning-strategy-into-measurable-performance\"\u003ETraduire la stratégie en performance mesurable\u003C/li\u003E\r\n\u003C/ul\u003E\r\n","richText":true,":type":"snowflake-site/components/text","appliedCssClassNames":"text-size-small text-color-text-05"}},"appliedCssClassNames":"snowflake-responsive-container-inner-padding-medium",":type":"snowflake-site/components/container"}},"appliedCssClassNames":"snowflake-responsive-container-inner-padding-small",":type":"snowflake-site/components/flexible-column-container/flexible-column-content-container"},":type":"snowflake-site/components/flexible-column-container","isBlogPage":false,"isActiveTOC":false},"flexible_column_cont_1786318617":{"id":"flexible-column-container-af377c1937","propertiesId":"hub-faq","type":"2-column-40-60","alignColumns":"top","containerMaxWidth":"extra-large","topPadding":"large","bottomPadding":"large","spaceBetween":"small","reverseOnMobile":false,"carouselOnMobile":false,"backgroundImageOption":"none","flexible_column_content_container_1":{"layout":"SIMPLE","id":"hub-faq-intro",":itemsOrder":["title_v2_copy","text_copy"],":items":{"title_v2_copy":{"id":"title-v2-9044a7ab17","additionalClasses":"hub-faq__headline","type":"heading2","lines":["Foire aux questions"],":type":"snowflake-site/components/title-v2","appliedCssClassNames":"left-alignment"},"text_copy":{"id":"text-563da61a7b","additionalClasses":"hub-faq__subheadline","text":"\u003Cp\u003EVos questions fréquentes sur le tableau de bord prospectif, avec les réponses des experts Snowflake.\u003C/p\u003E\n","richText":true,":type":"snowflake-site/components/text","appliedCssClassNames":"text-color-text-05"}},"appliedCssClassNames":"snowflake-responsive-container-inner-padding-extra-small",":type":"snowflake-site/components/flexible-column-container/flexible-column-content-container"},"flexible_column_content_container_2":{"layout":"SIMPLE","id":"hub-faq-accordions",":itemsOrder":["simple_snowflake_acc"],":items":{"simple_snowflake_acc":{"id":"simple-snowflake-accordion-b9af45d489","additionalClasses":"seo-hub__faqs","showDivider":false,"accordionItemsList":[{"title":"Quelle est la différence entre un tableau de bord prospectif et un tableau de bord de gestion ?","richText":"\u003Cp\u003EUn tableau de bord de gestion regroupe les indicateurs que les équipes souhaitent suivre, comme les ventes ou les niveaux de service. Le tableau de bord prospectif part au contraire des objectifs stratégiques : il ne retient que les mesures qui indiquent les progrès vers ces objectifs, les répartit sur quatre axes et les relie entre elles par des relations de cause à effet.\u003C/p\u003E\r\n\u003Cp\u003E \u003C/p\u003E\r\n"},{"title":"Quelles sont les étapes de mise en œuvre d’un tableau de bord prospectif ?","richText":"\u003Cp\u003ELa démarche la plus citée, celle du Balanced Scorecard Institute (« Nine Steps to Success », soit neuf étapes vers la réussite), comprend neuf étapes : l'état des lieux, la stratégie, les objectifs stratégiques, la cartographie stratégique, les mesures de performance, les initiatives stratégiques, l’analyse de la performance et l’automatisation, l’alignement et la déclinaison, puis l’évaluation. Ces étapes décrivent un processus de mise en œuvre du tableau de bord prospectif. Elles ont été élaborées par l’Institut et ne font pas partie de la méthode d’origine de Kaplan et Norton.\u003C/p\u003E\r\n"},{"title":"Combien d'indicateurs faut-il retenir par axe ?","richText":"\u003Cp\u003EIl n'existe pas de nombre officiel. Kaplan et Norton invitaient les dirigeants à sélectionner un nombre restreint de mesures, examinées ensemble. Le bon critère reste la carte stratégique : chaque indicateur doit y occuper une place précise et servir à vérifier une relation attendue. Une mesure qui ne remplit aucun de ces rôles relève plutôt d'un tableau de bord opérationnel.\u003C/p\u003E\r\n"},{"title":"Quelles sont les limites du tableau de bord prospectif ?","richText":"\u003Cp\u003ESes limites tiennent surtout à sa mise en œuvre. Un tableau de bord prospectif perd son intérêt lorsque des métriques existantes sont simplement réparties entre les quatre axes, lorsque la collecte des données alourdit le reporting, lorsque les définitions divergent d'une équipe à l'autre ou lorsque les cibles poussent à améliorer le chiffre plutôt que l'objectif.\u003C/p\u003E\r\n"},{"title":"Le tableau de bord prospectif est-il toujours pertinent ?","richText":"\u003Cp\u003EOui. Le tableau de bord prospectif reste pertinent, car les entreprises doivent toujours relier leurs résultats financiers aux mesures liées aux clients, aux processus et à l’organisation qui permettent de les expliquer. Les données disponibles étant aujourd’hui bien plus nombreuses, la méthode offre aussi une structure utile pour déterminer quelles mesures méritent une attention stratégique et comment elles s’articulent entre elles.\u003C/p\u003E\r\n"},{"title":"Qu'est-ce qu'une carte stratégique ?","richText":"\u003Cp\u003EUne carte stratégique représente sur une seule page les relations de cause à effet supposées entre les objectifs d'un tableau de bord prospectif : si une capacité s'améliore, un processus devrait progresser, puis un résultat client, et enfin un résultat financier. Elle formalise l'hypothèse stratégique que le tableau de bord permet ensuite de vérifier.\u003C/p\u003E\r\n\u003Cp\u003E \u003C/p\u003E\r\n"}],":type":"snowflake-site/components/simple-snowflake-accordion"}},":type":"snowflake-site/components/flexible-column-container/flexible-column-content-container"},":type":"snowflake-site/components/flexible-column-container","isBlogPage":false,"isActiveTOC":false,"appliedCssClassNames":"snowflake-flexible-column-container-gray-10-bg"},"flexible_column_cont_1467213961":{"id":"flexible-column-container-d118073a56","propertiesId":"hub-explore-resources-header","type":"1-column","alignColumns":"top","containerMaxWidth":"extra-large","topPadding":"large","bottomPadding":"none","spaceBetween":"small","reverseOnMobile":false,"carouselOnMobile":false,"backgroundImageOption":"none","flexible_column_content_container_1":{"layout":"SIMPLE","id":"container-c583adcb55",":itemsOrder":["title_v2"],":items":{"title_v2":{"id":"title-v2-cc6832c0f6","additionalClasses":"hub-explore-resources-header__headline","type":"heading2","lines":["Découvrir 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