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Corporate Strategy and Alignment The Balanced Scorecard Approach Build Disciplined Execution for your Company Strategy www.ScorecardPartner.com

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Power of Balanced Scorecard <ul><li>The Balanced Scorecard serves as a powerful, systematic, and developed approach to Corporate Governance and Corporate Alignment </li></ul>

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Power of Balanced Scorecard <ul><li>All key corporate management processes are directly affected by the Balanced Scorecard implementation </li></ul>

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Key corporate management processes affected by BSC <ul><li>Mobilization </li></ul><ul><li>Strategy Translation </li></ul><ul><li>Corporate Alignment </li></ul><ul><li>Employee Motivation </li></ul><ul><li>Corporate Governance </li></ul>

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How the Balanced Scorecard affects key corporate management processes <ul><li>1. Mobilization: </li></ul><ul><li>Orchestrating change through executive leadership </li></ul>

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How the Balanced Scorecard affects key corporate management processes <ul><li>2. Strategy Translation: </li></ul><ul><li>Defining Strategy Maps, Strategic Themes, Balanced Scorecards, strategic objectives, targets, and initiatives </li></ul>

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How the Balanced Scorecard affects key corporate management processes <ul><li>3. Corporate Alignment: </li></ul><ul><li>Aligning corporate, business units, support units, external partners, and boards with the strategy </li></ul>

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How the Balanced Scorecard affects key corporate management processes <ul><li>4. Employee Motivation: </li></ul><ul><li>Providing education, communication, goal settings, incentive compensation, and training of staff </li></ul>

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How the Balanced Scorecard affects key corporate management processes <ul><li>5. Corporate Governance: </li></ul><ul><li>Integrating strategy into planning, budgeting, reporting, and management reviews </li></ul>

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Corporate Alignment – the Greatest Challenge <ul><li>Corporate Alignment is the area where the Balanced Scorecard especially outperforms other management practices </li></ul>

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Corporate Alignment – the Greatest Challenge <ul><li>Balanced Scorecard creates the framework to respond to the critical question - how corporate headquarters creates more value from the businesses it owns and operates than its rivals would if they owned the same set of businesses, or if the businesses operated completely independently. </li></ul>

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Corporate Alignment – the Greatest Challenge <ul><li>The four Balanced Scorecard perspectives provide a natural way to categorize the various types of enterprise value propositions that can contribute to corporate synergies </li></ul>

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Managing Corporate Synergies - the Balanced Scorecard view <ul><li>Financial Synergies </li></ul><ul><li>Effectively acquiring and integrating other companies </li></ul><ul><li>Maintaining excellent monitoring and governance processes across diverse enterprises </li></ul><ul><li>L everaging a common brand across multiple business units </li></ul><ul><li>Achieving scale of specialized skills in negotiations with external entities such as governments, unions, capital providers, and suppliers </li></ul>

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Managing Corporate Synergies - the Balanced Scorecard view <ul><li>Customer Synergies </li></ul><ul><li>Consistently delivering a common value proposition across a geographically dispersed network of retail or wholesale outlets </li></ul><ul><li>Leveraging common customers by combining products or services from multiple business units to provide distinct advantages: low cost, convenience, or customizes solutions </li></ul>

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Managing Corporate Synergies – the Balanced Scorecard view <ul><li>Internal Business Process Synergies </li></ul><ul><li>Exploiting core competences that leverage excellence in product or process technologies across multiple business units </li></ul><ul><li>Achieving economies of scale through shared manufacturing, research, distribution, or marketing resources </li></ul>

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Managing Corporate Synergies - the Balanced Scorecard view <ul><li>Learning and Growth Synergies </li></ul><ul><li>Enhancing human capital through excellent HR recruiting, training, and leadership development practices across multiple business units </li></ul><ul><li>Leveraging a common technology to access a wide set of company services, that is shared across multiple product and service divisions </li></ul><ul><li>Sharing best-practice capabilities through knowledge management that transfers process quality excellence across multiple business units. </li></ul>

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Other sources of BSC power <ul><li>Other Balanced Scorecard applications such as strategy mapping, sharpening strategic themes, or strategy reverse engineering might also have a powerful effect on corporate governance and on how corporate strategy is executed. </li></ul><ul><li>Find out more information on: </li></ul><ul><ul><li>Strategy Maps </li></ul></ul><ul><ul><li>Sharpening Strategic Themes </li></ul></ul><ul><ul><li>Strategy Reverse Engineering </li></ul></ul>

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<ul><li>Build Disciplined Execution for your Company Strategy </li></ul><ul><li>www.ScorecardPartner.com </li></ul>