This document provides an overview of the conditions needed for a successful Balanced Scorecard (BSC) implementation project. It states that BSC projects are most suitable when leadership wants to plan long-term performance improvements, management teams have diverse backgrounds, existing planning is ineffective, and leadership prefers empowerment, collaboration, and data-driven approaches. Successful BSC projects typically accelerate performance gains by 20-30% by improving strategy execution, communication, management, and control. External consultants can help with prerequisites, teams, timelines, challenges and pitfalls.

1. Balanced Scorecard Implementation Project:
Overview of client motivation

2. Presentation objectives
If you are an Executive or a valuable
member of senior management team, you
probably ask this question:
What are the right conditions for diving into
a strategic project of such magnitude as is
the BSC implementation?

3. Right Conditions for BSC project
The leader of the company / division /

function (or entity) wants to plan in the
medium-long term in order to provoke
quantum (or at least significant)
performance leaps

4. Right Conditions for BSC project
The entity management team is in some

way diverse in competencies, in culture, in
character, in age and this diversity creates
barriers

5. Right Conditions for BSC project
The planning is, according to a leader’s view,

either inexistent or ineffective
The leader wants the plan to be managed

through time and be the basis of discussion
(beyond budget)

6. Right Conditions for BSC project
The leader prefers empowerment to control

The leader prefers team collaboration to

one-to-one management
The leader likes analysis, numbers, proofs, a

scientific approach

7. General Results of BSC project
Normally the implementation of the BSC
speeds up the capability of a company to
reach its desired targets
The larger the company, the larger the
growth rate desired, the larger the gains
from the BSC project

8. General Results of BSC project
Clients say that BSC implementation
process accelerates the achievement of
incremental gains by an average of 20-30%
The satisfaction rate of BSC implementation
among executives grows tremendously from
doubts and lack of support in the beginning
to a highest satisfaction and excitement by
the end of the project

9. General Results of BSC project
The BSC approach serves exceptionally well
as:
 a strategic project management and change
management tool
 a communication tool
 a control tool
 a tool to manage strategic trade offs
 a deployment tool
 a framework for converting strategy into action

10. BSC as a Project management and
Change management tool
Improve the level of collaboration of

decisions and information sharing on
strategic objectives, indicators and
improvement projects
Improve the transparency level of the team

discussions

11. BSC as a Project management and
Change management tool
Bring in the discussion other managers,

normally not included in the team, because
they have specialist knowledge
Push the team to re-think the entity

strategy
Push the team to formalize the strategy


12. BSC as a Communication and
Empowerment tool
Improve collaboration between functions

Empower first, second and third line

management
Improve the information flow vertically, i.e.

from the top to the bottom of the
organization

13. BSC as a Communication and
Empowerment tool
Improve the relationship between first lines

and lower management layers
Make sure that everybody in the company

knows what the strategy is about and in what
way they contribute
Improve the communication of the strategy

and its development towards the outside world
(e.g. board, shareholders, stakeholders, buyers)

14. BSC as a Control tool
Improve the quality of information and set
relevant indicators on:
○ Business environment
○ Customers
○ Internal weaknesses
○ Key strengths
○ Development of strategic projects

15. BSC as a Planning tool
Increase the reliability of forecasts

Clearly understand the drivers of business

results
Be capable of analyzing periodically and in a

structured way the development of the
strategic plan

16. BSC as a Deployment tool
The team has just formed, most managers, or

some key ones, are new
The historic group has been there forever, but

needs to define new directions, previously
unexplored
Strong growth targets

Opportunity and desire to overcome competitors

due to bad economic times

17. Concluding Thoughts
The Balanced Scorecard is the most sound,
systematic, and developed approach to
Strategy Execution
BSC implementation is a project of high
magnitude, responding to organization
strategic challenges and bringing strategic
results.

18. Concluding Thoughts
Strong executive leadership, substantial
knowledge transfer, clarity of organizational
strategy, and availability of an
implementation framework are among the
key requirements for the Balanced
Scorecard project to take off.

19. Concluding Thoughts
For more on:
power of BSC Approach

 BSC implementation project prerequisites,
teams, time outline, challenges, and pitfalls
 role of external consultants
go to our ScorecardPartner.com website

20. About the Authors
Francesco Zingales – BSC Specialist, Facilitator
for Strategic Plan implementation. Contact
Francesco francesco.zingales@gmail.com
LinkedIn Profile
Igor Starodubtsev, BSC consultant at
ScorecardPartner.com Contact Igor
project@scorecardpartner.com
LinkedIn Profile

21. Autours’ Profiles
Francesco Zingales – BSC Specialist (Msc. Chemical Engineering, PhD in Strategic Decision Making
Processes). Francesco Zingales has completed in September 2005 his PhD in strategic decision
making processes, with a special focus on the Balanced Scorecard approach, after 4 years of applied
research, teaching and practitioner activities at INSEAD Business School in Fontainebleau (Paris). FZ
has participated, in the last 3 years, to several facilitation/consulting projects in application of the
Balanced Scorecard methodology in different industries such as food, services, utilities,
entertainment and manufacturing. Key companies serviced, all at top management levels, have
been Sodexho Group, Sodexho Italy, Iveco, ATAC, ACEA, LVMH. FZ has carried out several corporate,
business unit and functional level projects in large organizations, which gives him the capability to
choose the best approach in each different setting. FZ has built experience both by working in a
leading consulting firm on BSC practice as a senior manager for 2.5 years, both bringing original
knowledge from his studies. This makes him a perfect candidate to manage and implement BSC
projects.
Scorecard Partner is a niche consulting practice focused exclusively on providing guidance, help, and
support for clients implementing the Balanced Scorecard approach to Strategy Execution. Our
mission is to be a leading focused provider of expertise and support to bring this revolutionary
Strategic Management tool to organizations willing to develop strategic discipline, overcome
execution challenge, learn, grow and change.