Partnership with BSC Designer

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Partnership with BSC Designer - popular Balanced Scorecard software. Balanced Scorecard concept is one of the most popular business performance management methodologies these days. Develop the source of the passive income by promoting BSC Designer software to top managers, CEOs and business consultants.

Business Technology

BSC Designer Partnership Balanced Scorecard concept is one of the most popular business performance management methodologies these days. Develop the source of the passive income by promoting BSC Designer software to top managers, CEOs and business consultants.

What is Balanced Scorecard? Strategy

Why Balanced Scorecard ,[object Object]

Most Fortune-list companies use this method, most companies want to implement this method in their business systems.

80% of organizations using balanced scorecard reported improvements in operating performance More facts online: ,[object Object],[object Object]

95% of typical workforcedoesnotunderstanditsorganizations’ strategy

70% of organizations do not link middle management incentives to strategy More facts online: ,[object Object],[object Object]

Why business professionals use BSC Designer? ,[object Object]

It doesn’t require months to be integrated into the business system

Averageorder is $3400 if you sell to individual consultants and small businessesBSC Designer

The question you already have in mind… How hard is it to sell the Balanced Scorecard software like BSC Designer?

Decision makers vs. end-users

With BSC Designer your users are decision makers! When we talk about Balanced Scorecard: ,[object Object]

You deal with high-level customers who are decision makers

They are ready to buy!,[object Object]

Business professionals need easy to use Balanced Scorecard software,[object Object]

They ready to pay for easy to use Balanced Scorecard software,[object Object]

Web-based vs. Desktop – there is no right choice

Editions of BSC Designer Freeware version – great start-up for small business

How you will earn money with freeware edition

3-level model for Balanced Scorecard 1. Strategy 2. KPI 3. Initiatives

Strategy maps in BSC Designer

BSC Designer PRO

BSC Designer It is simple It is desktop and web-based It is freeware and commercial It supports 3 level model

Be our partner to promote and sell BSC Designer It is hard to sign up?

We expect our partners to use only “white” promotion methods ,[object Object]

No black hat SEO

NO Intentional deceiving. It is forbidden to deceive potential customers with emails containing such statements as “BSC Designer will make your company a millionaire in 5 days”,[object Object]

Implementation schemesBusiness Consultant ,[object Object], BSC Designer PRO 1 license price is $ 856

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A Balanced Scorecard is not positioned as a quality control tool, but regularly I see among our users efforts to integrate quality-related metrics into their Balanced Scorecards, or simply create a KPI scorecards with a bulk of different quality indicators. I've compiled the list of 10 best practices that we've learned from these cases. As always, I'd like to hear your opinion. Do you use quality indicators on your business scorecard? Based on: http://www.bscdesigner.com/10-tips-about-using-business-scorecard-and-kpis-for-ongoing-quality-control.htm

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Any professional involved in the Balanced Scorecard drew a well-known 4 sector diagrams on the flip chart. Popular 4 perspectives of the Balanced Scorecard seem to be everywhere, but are they the most important part? What is the best way to explain to someone about a Balanced Scorecard concept? For my opinion, instead of talking about 4 perspectives it makes much more sense to focus on strategies (including generic ones) and the cause-and-effect connection between business objectives. What do you think? How do you explain the basics of the Balanced Scorecard if someone asks you?

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How do you find "leading" metrics? I think everyone will agree that in the business scorecard there should be a balanced set of lagging and leading metrics. Business experts are exercising in explaining the difference (I'm not an exception, the last attempt is using a golf metaphor). But the main mystery remains unsolved - how do we find those excellent leading metrics? In this article (http://www.bscdesigner.com/find-leading-measures.htm) I shared my thoughts. My method is about a mix of calculations, social research methods, scientific measurement and conducting tests under artificial conditions (a/b tests in simple words). I cannot say that it works for me in 100% of the cases, but at least it is a good starting point for me and my clients. I'm interested in the opinion of the group members about the suggested approach, and I'm interested even more in learning the best practices about finding leading measures that work for you.

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Recently I came across a research done back in 1997 that empirically proved that SWOT does not work! It seems that SWOT is promoted as a must-use business tool in any MBA program, and numerous consultants are happy to sell it and its derivatives, but the benefit for the real business is questionable. I shared the results of the research and some thoughts on the topic in the new article and this presentation: http://www.bscdesigner.com/swot-outside-mba-classrooms.htm What do you think about SWOT? It is a must-have business tool or it is more an exercise for MBA students?

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One of our customers asked, how often he should do a major upgrade of their Balanced Scorecard. I had some thoughts on the topic which mainly were focused on the link between a company's strategy and a Balanced Scorecard. Trying to put things together I found out that an upgrade plan for the Balanced Scorecard is quite similar to the one for a car: -- One need for feeding BSC with data; is similar to tanking a car with fuel; -- There are some minor updates, choosing better KPIs if needed; which are similar to car's regular service checks; -- There are major upgrades of BSC stressed by changed business environment; in car analogy, as when one buys a new car because life's priorities have changed; Following a car analogy: modern cars have an oil life indicator that is based on the measurement of electric conductivity. It tells a driver based on actual data when it is time to go to the service center. My idea is to supply a business scorecard with an "upgrade is needed" indicator, which might be as simple as a countdown of a specified period of time or a sophisticated combination of other indicators. All these ideas were summarized in the presentation and the article here: http://www.bscdesigner.com/upgrade-is-needed-indicator-for-bsc.htm What do you think about an idea to use "upgrade is needed" indicator on a scorecard?

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When I face a business challenge I'm trying to see the root of the problem. Having a quick-fix solution is fine, but what if a quick-fix solution is not possible unless fundamental issues are resolved. I see this often with KPIs. People ask to help with KPIs for this or for that, but the problem that they actually experience is a fundamental one - they have a vague strategy that is hard to follow. Recently I had a conversation with Pablo, one of our Spain-based customers. His company is a leading national manufacturer and his question was about a KPI to help with the poor performance of their business. Our dialog was really insightful for both of us. Pablo sorted out things about strategy and KPIs; I was able to trace verbally the problem of a bad KPI back to its root - a poorly formulated strategy. The result is not an article, but a dialog between me and Pablo. Together we completed a journey from a pointless KPI request to ideas about formulating a better strategy: http://www.bscdesigner.com/a-journey-from-a-bad-kpi-to-an-excellent-strategy.htm

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After another question about “calculating the scorecard index” I understood that some of our clients don’t have a clear understanding of the math that stands behind a KPI, its performance, and the scorecard. I decided to create a “101”-level presentation that explains the basics of KPI from the mathematical point of view: It is based on the article: http://www.bscdesigner.com/scorecard-and-kpis-101.htm Reviewed topics are: - Calculating the performance using “min” and “max” of an indicator; - Using linear and non-linear functions for the performance; - Calculating the progress from the baseline towards target; - Introduction of the indicator “weight” to reflect a relevant importance of an indicator; - Calculating the total performance index of the scorecard. Please, share your thoughts about the scorecards as a tool: -- For what task do you use them? -- Do you define the relevant importance of indicators on the scorecard? -- Do you calculate and use the total performance index?

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The Balanced Scorecard is a business tool recognized world-wide by companies' executives. The secret of the successful BSC project is that all key employees, business owners, and top managers are involved. Research show that the biggest challenge during the implementation of the BSC is a motivational problem. Before starting a Balanced Scorecard project it is necessary to explain this business approach to all stakeholders so that they would buy into the design of the Balanced Scorecard and in the future became active users of this business tool. More: http://www.bscdesigner.com/

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Cracking the Cultural Competence Code.pptx

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