2. Learning Objective
Introduction and Background
Defining the fundamental concepts
Defining the 4 perspectives of the Balanced Scorecard (BSC)
Building a business case for BSC
Diagnosis of Best Practice guidelines
Applying the 9-step, BSC building and implementing process
Sustaining the BSC
3. ORIGIN AND HISTORY OF THE BSC
It was originated by Drs. Robert Kaplan & David Norton (Harvard Business School) as
a performance measurement framework that added strategic non-financial
performance measures to traditional financial metrics to give managers and
executives a more 'balanced' view of organizational performance.
These non-financial metrics are so valuable mainly because they predict future
financial performance rather than simply report what’s already happened.
Their article (1996), describes how the balanced scorecard can help senior
managers systematically link current actions with tomorrow’s goals, focusing on
that place where, in the words of the authors, “the rubber meets the sky.”
Predecessors to the BSC:
Tableau de Bord (Dashboard)
Early Metric-Driven Incentives (MDIs)
4. MODERN APPLICATION OF THE BSC
The “new” balanced scorecard transforms an organization’s strategic plan from an
attractive, but passive document into the "marching orders" for the organization
on a daily basis.
It provides a framework that not only provides performance measurements, but
helps planners identify what should be done and measured. It enables executives
to truly execute their strategies.
Given the insight and wisdom provided by Kaplan & Norton, the balanced scorecard
is a management system (not only a measurement system) that enables
organizations to clarify their vision and strategy and translate them into action.
It provides feedback around both the internal business processes and external
outcomes in order to continuously improve strategic performance and results.
When fully deployed, the balanced scorecard transforms strategic planning from an
academic exercise into the nerve center of an enterprise.
6. OBJECTIVES OF THE BSC
Enables organizations to clarify their vision and strategy and translate them into
action.
Aligns business activities to the vision and strategy of the organization
Provides a balanced view of the organizational value and performance
Enables business planners to identify what should be done and measured, thus
enabling effective execution of business strategies
Provides feedback around both the internal business processes and external
outcomes in order to continuously improve strategic performance and results
Monitors organization performance against strategic goals
7. BSC
PERSPECTIVES/DIMENSIONS
The balanced scorecard suggests that we view the organization from four (4)
perspectives, and to develop metrics, collect data and analyze it relative to
each of these perspectives:
Learning, Innovation and Growth
Business (Internal) Processes
Customer
Financial
10. LEARNING, INNOVATION AND
GROWTH PERSPECTIVE
Strategic question:
“To achieve our vision, how will sustain our ability to change and
improve?”
Examples (measurable indicators):
Time to develop new generation of products
Life cycle to product maturity
Time to market versus competition
Is there the correct level of expertise for the job?
Employee turnover
Job satisfaction
Training/Learning opportunities
Value Outcome:
Organizational knowledge and growth capacity
13. BUSINESS (INTERNAL)
PROCESS PERSPECTIVE
Strategic question:
“To satisfy our shareholders and customers, what business
processes must we excel at?”
Examples (measurable indicators):
Cycle time
Unit cost
Yield
New product introductions
Number of activities per function
Duplicate activities across functions
Process alignment (is the right process in the right department?)
Process bottlenecks
Process automation
Value Outcome:
Efficiency
14.
15. CUSTOMER PERSPECTIVE
Strategic question:
“To achieve our vision, how should we appear to our customers?”
Examples (measurable indicators):
Percent of sales from new products
On time delivery
Share of important customers’ purchases
Ranking by important customers
Delivery performance to customer
Quality performance for customer
Customer satisfaction rate
Customer percentage of market
Customer retention rate
Value Outcome:
Customer satisfaction
16. FINANCIAL PERSPECTIVE
Strategic question:
“To succeed financially, how should we appear to our shareholders?”
Examples (measurable indicators):
Cash flow
Sales growth
Operating income
Return on Equity (RoE)
Return On Investment (ROI)
Return on Capital Employed (RoCE)
Financial Results (Quarterly/Yearly)
Value Outcome:
Financial performance/profitability
17. DEFINING FUNDAMENTAL
CONCEPTS
Balanced Scorecard (BSC)
Strategic Planning
Strategic Plan
Strategic Management and Execution
Steps in Strategic Planning and Management
Strategy Mapping
18.
19. PURPOSES OF THE BSC
Articulate the business's vision and strategy
Identify the performance categories that best link the business's vision and
strategy to its results (e.g., financial performance, operations, innovation,
employee performance)
Establish objectives that support the business's vision and strategy
Develop effective measures and meaningful standards, establishing both short-
term milestones and long-term targets
Ensure company-wide acceptance (ownership) of the measures
Create appropriate budgeting, tracking, communication, and reward systems
Collect and analyze performance data and compare actual results with desired
performance
Take action to close unfavourable gaps
20. STRATEGIC UTILITY AND
FUNCTIONAL VALUE OF BSC’S
Clarify or update a business's strategy
Link strategic objectives to long-term targets and annual budgets
Track the key elements of the business strategy
Incorporate strategic objectives into resource allocation processes
Facilitate organizational change
Compare performance of geographically diverse business units
Increase company-wide understanding of the corporate vision and strategy
23. STRATEGY MAPPING
Strategy maps are communication tools used to tell a story of how value is
created for the organization.
They show a logical, step-by-step connection between strategic objectives
(shown as ovals on the map) in the form of a cause-and-effect chain.
Generally speaking, improving performance in the objectives found in the
Learning & Growth perspective (the bottom row) enables the organization to
improve its Internal Process perspective Objectives (the next row up), which in
turn enables the organization to create desirable results in the Customer and
Financial perspectives (the top two rows).
30. STEP 1: ASSESSMENT - INTERNAL AND
EXTERNAL STRATEGIC ASSESSMENT
Step one of the scorecard building process starts with an assessment of the
organization’s Mission and Vision, challenges (pains), enablers and values.
The following strategically-relevant items form the scope to be scrutinized
by business managers:
The company's mission statement
The company's strategic plan/vision
The financial status of the organization
How the organization is currently structured and operating
The level of expertise of their employees
Customer satisfaction level
Tools:
SWOT Analysis
PESTEL Analysis
32. A WINNING STRATEGY
CAPITALIZE ON STRENGTHS
MINIMIZE WEAKNESSES
EXPLOIT OPPORTUNITIES
COUNTERACT THREATS
33.
34. STEP 2: STRATEGY - CUSTOMER VALUE,
STRATEGIC THEMES AND RESULTS
In Step Two, elements of the organization’s strategy, including Strategic
Results, Strategic Themes and Perspectives, are developed by managers to
focus attention on customer needs and the organization’s value proposition.
35. STEP 3: OBJECTIVES - STRATEGY
ACTION COMPONENTS
The strategic elements developed in Steps one and two are decomposed into
Strategic Objectives, which are the basic building blocks of strategy and
define the organization's strategic intent.
Metrics must also be aligned with the company's strategic plan.
The metrics set up also must be S-M-A-R-T
36. STEP 4: STRATEGY MAP - CAUSE-
EFFECT LINKS
In Step Four, the cause and effect linkages between the enterprise-wide Strategic
Objectives are formalized in an enterprise-wide Strategy Map.
The previously constructed theme Strategy Maps are merged into an overall
enterprise-wide Strategy Map that shows how the organization creates value for its
customers and stakeholders.
Apply cause-effect logic
A Strategy Map highlights that delivering the right performance in the one
perspective (e.g. financial success) can only be achieved by delivering the
objectives in the other perspectives (e.g. delivering what customers want) -
basically creating a map of interlinked objectives
It allows companies to create a truly integrated set of strategic objectives on a
single page.
37.
38. STEP 5: PERFORMANCE MEASURES -
MEASURES AND TARGETS
Leading and lagging measures are identified
Lagging indicators are typically “output” oriented, easy to measure but hard to
improve or influence
Leading indicators are typically input oriented, hard to measure and easy to
influence
Expected targets and thresholds are established
Baseline and benchmarking data is developed
Key Performance Indicator (KPI) and Performance Measure Development
40. STEP 6: INITIATIVES -
STRATEGIC PROJECTS
Strategic Initiatives are developed that support the Strategic Objectives.
To build accountability throughout the organization, ownership of
Performance Measures and Strategic Initiatives is assigned to the appropriate
staff and documented in data definition tables.
Development of strategic project plans
41.
42. STEP 7: PERFORMANCE ANALYSIS - SOFTWARE,
PERFORMANCE REPORTING AND ANALYSIS
The implementation process begins by applying performance measurement
software to get the right performance information to the right people at
the right time.
Automation adds structure and discipline to the system and helps people
make better business decisions.
43. STEP 8: ALIGNMENT - CASCADING TO
UNIT AND INDIVIDUAL SCORECARDS
The organizational level scorecard (the first Tier) is translated into business
unit or support unit scorecards (the second Tier) and then later to team
and individual scorecards (the third Tier).
Cascading translates high-level strategy into lower-level objectives,
measures and operational details and is the key to organization alignment
around strategy.
The organization alignment should be clearly visible through strategy, using
the strategy map, performance measures and targets, and initiatives.
Scorecards are used to improve accountability through objective and
performance measure ownership and desired employee behaviours are
incentivized with recognition and rewards.
45. STEP 9: EVALUATION - STRATEGY
RESULTS AND REVISED STRATEGIES
During this evaluation, the organization tries to answer questions such as:
Are our strategies working?
Are we measuring the right things?
Has our environment changed?
Are we budgeting our money strategically?
47. SUSTAINING THE BSC
Critical implementation success factors
Applying the control process
48. 10 CRITICAL IMPLEMENTATION
SUCCESS FACTORS
Balanced Scorecard is a transformation journey and change initiative, not a
once off project - ensure that you have designed a Change Management plan
which should run parallel to the Balanced Scorecard.
Maintain a committed and engaged leadership - change should be driven from
the top
Develop an organizational culture based on results by establishing a strategy
management office
Focus the organization on strategy by holding review meetings organized
around strategy
Enhance individual accountability for results through objective ownership
49. 10 CRITICAL IMPLEMENTATION
SUCCESS FACTORS
Align the organization, systems and employee performance around strategy
through a rewards and recognition programme
Create a performance, results oriented culture
Link budget formation, cost accounting and performance results
Emphasize continual improvement
Link key organization initiatives to the balanced scorecard development
process