Here are the steps to complete this exercise: 1. Review the vision, mission, and leading indicator that was previously defined for the example company. 2. Based on these strategic goals, identify 2-3 key strategic topics that the company needs to focus on over the strategic period in order to achieve its vision. 3. The strategic topics should be major tasks or areas of focus that directly support achieving the vision. 4. Present your proposed strategic topics to the group for discussion. Make sure there is agreement before moving forward. You have 30 minutes for your group to identify and agree on the strategic topics. Let me know once you have your results.

1. How to improve
Future with the BSC
Strategy development and implementation with the
Balanced Scorecard [BSC]
© Friedag 2011 1

2. They must often change who would be constant
in happiness or wisdom.
___________________
Confucius
© Friedag 2011 2

3. Dr. Herwig R. Friedag
Born in 1950, graduate economist
independent consultant specialising in:
 Implementation of the Balanced Scorecard in companies
 Practice-orientated Balanced Scorecard workshops
 Member of the public relations board of the ICV
 Lecturer at the Humboldt University Berlin
Hobbies: moving in nature, volleyball, sailing Dr. Herwig R. Friedag
Friedag Consult
Beskidenstr. 33, D 14129 Berlin
Fon +49 30 80 40 40 00
Fax +49 30 80 40 40 01
consult@friedag.com
www.friedag.com
© Friedag 2011 3

4. Publications
2003
2004
2001
1999, 2000, 2002
2009
2000, 2002, 2004 2002, 2003, 2005, 2011
Total number of copies > 75.000
in CZ, D, FIN, PL, RUS
2005
© Friedag 2011 4

5. Strategy development and implementation with
the Balanced Scorecard
Agenda
01 Introduction
02 The bases of securing the company‟s future
03 What is a BSC ?
04 Approach for an objective system
05 OAI– strategic actions
06 Organising the work
07 Conclusions
© Friedag Friedag 2011 2008
© / Lewandowska 5

6. Strategy development and implementation with
the Balanced Scorecard
Agenda
01 Introduction
02 The bases of securing the company‟s future
03 What is a BSC ?
04 Approach for an objective system
05 OAI– strategic actions
06 Organising the work
07 Conclusions
© Friedag Friedag 2011 2008
© / Lewandowska 6

7. We want, we have to prepare for our future,
even though it is not a 100% controllable !
„Whatever will be, will be“;
nonetheless, we can, we have to do something today for the future.
Therefore, we should
 at least meet the requirements of the future
 or better: set standards
 or even: try to influence the changes in society
© Friedag 2011 7

8. Why could a BSC make sense for your company?
 We achieve joint objectives
 We translate strategies into action
 By communication we achieve thinking, responsibility, objective-
orientated action of our employees and partners
 We assure sustainability of our company
© Friedag 2011 8

9. Is the BSC sensible for our company ?
52% of the Germans have secluded with their employer.
Responding to the question in a representative study, whether they would
presumably be working at their current company next year, they
answered:
„No way - as soon as I find a job in a different company, I will be leaving
the firm!"
Source: Financial Times Germany, June 02 2004, page 2
© Friedag 2011 9

10. Requirements to start the process of strategy
implementation
 Willingness for change
 Reduce Blame-Culture – learning to learn from mistakes:
“no mistake is the biggest mistake”
 Willingness of management to work out and discuss strategic
objectives
 A strategy !
© Friedag 2011 10

11. The future has many names.
For the weak, it is the unreachable.
For the fearsome, it is the unknown.
For the brave, it is the chance.
___________________
Victor Hugo
© Friedag 2011 11

12. Strategy development and implementation with
the Balanced Scorecard
Agenda
01 Introduction
02 The bases of securing the company‟s future
03 What is a BSC ?
04 Approach for an objective system
05 OAI– strategic actions
06 Organising the work
07 Conclusions
© Friedag Friedag 2011 2008
© / Lewandowska 12

13. Strategy
What is the strategic objective of a company/an organisation?
 The basic strategic objective is that of securing the sustainability of a
company/organisation.
 Sustainability can be achieved only on the condition that all relevant
stakeholders can benefit from it.
This includes antithetic interests and conflicts which contribute to the
dynamic development of an organisation.
Consequently the objective of a strategy is that of generating a
dynamic equilibrium of the benefits which can accepted by all the
relevant stakeholders.
© Friedag Friedag 2011 2008
© / Lewandowska 13

14. Strategy as part of a holistic management
Strategy Result Finance
Assets .
liabilities
D
FA Equ
G P
WC Dbt
Logic of the decision
Logic of the tools
Potential planning Profit planning Finance planning
with e.g. with e.g. with e.g.
Balanced Scorecard Contribution margin Free Cash Flow-
etc. accounting etc. accounting etc.
Controller as a Strategy Controller as a mediator Controller as a manager of the
moderator / consultant between internal and stakeholder interests
external accounting
Strategic potentialities as input-parameters for results and finance/liquidity;
the Balanced Scorecard as tool to work out and implement the company„s
strategy.
14

15. What is strategic, what is operational ?
short-term ?
to do ?
long-term ? Expenditures
strategic operational
to do nothing ?
develop Potentials exploit
Possibilities
Marketing + Orders / Sales
Develop capacities competencies Use capacities
Quality potential Quality assurance
HR competences Employee engagement
Investor Relations Safeguarding liquidity
Partnership Partner engagement
Accrual of potentials Accrual of money
© Friedag 2011 15

16. Aspects of the development of potential
financial orientation by motivation for
x x x time resources
resources objectives implementation
economic force
© Friedag 2011 16

17. Kaplan/Norton
Balanced Scorecard:
translate strategy into action!
Only the one who possesses a strategy, can implement it.
Therefore: The one who wants a Balanced Scorecard has
to start with the strategy!
© Friedag 2011 17

18. How do we proceed ?
Vision*
Closeness => Bearing business idea
Corporate Policy Orientation
Mission* Strategy-
Tasks - strategic challenge development
Business model
Reporting Scorecard Strategic House
Strategy-
Balanced Scorecard Strategic implemen-
projects tation
running business
middle term planning / Budget / Strategy-
Profit / Liquidity Use
(Integration in the
18
management cycle)
* long-time

19. Example: Vision & Corporate Policy Orientation
 Company producing rear-view mirrors for cars
 the “vision” of this company:
the leading car-manufacturers are our clients
 the “Corporate Policy Orientation”:
target-year: 2020
Turnover: from 750 Mio € to 2.500 Mio €
profit-margin: 7%
19

20. Exercise: decisions to be made
Please decide which company could be the “target” of our work
What could be the (long-time) “vision” of this company?
What is the “Corporate Policy Orientation”:
target-year
Turnover
profit-margin
 You have 30 minutes time !
20

21. Strategy development and implementation with
the Balanced Scorecard
Agenda
01 Introduction
02 The bases of securing the company‟s future
03 What is a BSC ?
04 Approach for an objective system
05 OAI– strategic actions
06 Organising the work
07 Conclusions
© Friedag Friedag 2011 2008
© / Lewandowska 21

22. What is a Balanced Scorecard ?
objective:
subjective: What objectives and
What are we ready to tasks do we want to
do and will we take commit ourselves to?
over the
responsibility?
The Balanced Scorecard is a universal tool to
align the acting of a group of people toward
a joint objective.
© Friedag 2011 22

23. Steps to a BSC-development and -implementation
I. Identification of objectives
(Mission, vision, leading indicators)
VII. Organize II. Develop strategic
learning process action frame
Communication
VI. Arrange the BSC into the III. Complete action frame
process of leading with actions (collect ideas)
V. Reporting with the IV. Bundle actions into
Balanced Scorecard strategic projects
© Friedag 2011 23

24. Steps to a BSC-development and -implementation
I. Identification of objectives
(Mission, vision, leading indicators)
II. Develop strategic
VII. Organize learning process
action frame
Communication
VI. Arrange the BSC into the III. Complete action frame
process of leading with actions (collect ideas)
V. Reporting with the IV. Bundle actions into
Balanced Scorecard strategic projects
© Friedag 2011 24

25. I. Identification of objectives
Strategic starting point: our business model
 Who is our customer ?
Target persons
 What are the needs of our customer?
Core need
 How can we find a cost-covering solution for that?
Core competence
 How can we be better than the competitors?
Uniqueness
© Friedag Friedag 2011 2008
© / Lewandowska 25

26. Example: business model & strategic challenge
 Our business model
Target-customer: the three technical-leading car-producer
Core need: distinctive rear-view mirrors
Core competence: specific mirrors in all quantities/specifications
Uniqueness: innovation on highest performance
And then:
 Our strategic challenge:
to have the most innovative developments
26

27. Exercise:
business model & strategic challenge
Please name in a few words the four aspects of the business
model for our example-company
What will be the strategic challenge to be achieved
 You have 30 minutes time !
27

28. goals we want to realise in the next future
 What we focus on the implementation of the strategy ?
What will be our strategic period?
Vision*
What do we want to achieve in this period ? (a “milestone“ of the vision)
Mission Statement
Strategic message: How do we want to be seen after this period ?
Key indicator
How can we recognise that we are successful?
* “Vision” from now on will be the main goal for the next two or three years
28

29. Vision
What do we want to achieve ?
The vision is destined for our company„s employees.
It matches our values that are exemplified through our
own life.
We are becoming technological market leader
© Friedag 2011 29

30. Mission statement
Why shall people be our customers ?
The mission statement aims at the memory of our
potential customers / partner.
With the mission statement we raise expectations that
we have to meet.
We are worldwide leading innovative supplier of rear-view mirrors.
© Friedag 2011 30

31. Leading indicator
One key figure for the company
 What shall be the most important criteria that subordinates all
strategic decisions?
 How do we want to measure that ?
With the leading indicator,
we concretize our joint orientation
Leading indicator: number of jointly (with customers) developed
innovations
© Friedag 2011 31

32. Agreement on objectives
vision
mission
statement worldwide leading
innovative supplier of
rear-view mirrors
We are becoming
technological market leader
number of jointly (with customers) developed innovations
leading
indicator
© Friedag 2011 32

33. Exercise: goals for the next future
What could be for our company the
1. strategic period
2. mission,
3. vision and the
leading indicator
 You have 30 minutes time !
33

34. When there is no agreement in principle,
then it is senseless to scheme.
___________________
Confucius
© Friedag 2011 34

35. Strategy development and implementation with
the Balanced Scorecard
Agenda
01 Introduction
02 The bases of securing the company‟s future
03 What is a BSC ?
04 Approach for an objective system
05 OAI– strategic actions
06 Organising the work
07 Conclusions
© Friedag Friedag 2011 2008
© / Lewandowska 35

36. Steps to a BSC-development and -implementation
I. Identification of objectives
(Mission, vision, leading indicators)
II. Develop strategic
VII. Organize learning process
action frame
Communication
VI. Arrange the BSC into the III. Complete action frame
process of leading with actions (collect ideas)
V. Reporting with the IV. Bundle actions into
Balanced Scorecard strategic projects
© Friedag 2011 36

37. II. Developing the strategic action frame
Vision: We will
become technological market leader
Mission statement:
Worldwide leading innovative supplier of rear-view mirror
Leading indicator: Number of jointly (with customers) developed innovations
Which potentials do we have to jointly develop so we are able to face
the imponderables of the future better than the competitors can do it?
 Which tasks do we have to fulfil, in order to achieve our
vision?
 strategic topics
 Which potentials do we have to develop in order to achieve
our vision?
 development areas (perspectives)
© Friedag Friedag 2011 2008
© / Lewandowska 37

38. Strategic topics
we are becoming
technological market leader
worldwide leading innovative supplier
number of jointly developed innovations
objective higher revenue image extension of local
presence
strategic topic extension of sales jointly developed entry into chinese
dept. innovations market
Indicator sale potential # of projects trade volume
customer retention
Customers
new contracts
dedication
Perspectives
Perspectives
employees
CIP-Groups
reliability
what shall we do now?
processes
error ratio (ppm)
reliability
partners
audits
cost consciousness
fin. & controlling
Cash Flow
© Friedag 2011 38

39. Perspectives for the stakeholder
we are becoming
technological market leader
worldwide leading innovative supplier
number of jointly developed innovations
objective extension of local
higher revenue
CIP = continuous
extension of sales
image presence
strategic topic jointly dev. innov. entry into chinese
improvement
dept.
sale potential
# of projects market
Indicator trade volume
Customer retention
process
Customers
New contracts
dedication
Perspectives
Perspectives
employees
CIP-Groups
With whom and for whom
do we intend to do it ?
reliability
Partners
Audits
Cost consciousness
fin. & controlling
Cash Flow
© Friedag 2011 39

40. Our strategic frame
we are becoming
technological market leader
worldwide leading innovative supplier
number of jointly developed innovations
objective higher revenue image extension of local
presence
Strategic topic extension of sales jointly developed entry into chinese
dept. innovations market
Indicator sale potential # of projects trade volume
Customer retention
Customers
New contracts
dedication
Perspectives
Perspectives
employees
CIP-Groups
Reliability
Partners
Audits
Cost consciousness
fin. & controlling
Cash Flow
© Friedag 2011 40

41. Exercise group 1: Strategic topics
What are the two main tasks (services, products, changes)
that we have to devote ourselves to in order to achieve the vision
in the near future ?
For each topic, define an objective and an indicator with which
we can measure the achievement
Less is more !
Recommendation: less than 5 strategies
 You have 30 minutes time !
41

42. Exercise group 2: Perspectives of the stakeholder
Who are the relevant stakeholders ?
How can we motivate our stakeholders to aim at our strategic
topics? Define for each perspective an objective and an indicator,
which measures the degree of achievement
Less is more !
Recommendation: maximum of 6 perspectives
 You have 30 minutes time !
42

43. Strategy development and implementation with
the Balanced Scorecard
Agenda
01 Introduction
02 The bases of securing the company‟s future
03 What is a BSC ?
04 Approach for an objective system
05 OAI– strategic actions
06 Organising the work
07 Conclusions
© Friedag Friedag 2011 2008
© / Lewandowska 43

44. Steps to a BSC-development and -implementation
I. Identification of objectives
(Mission, vision, leading indicators)
II. Develop strategic
VII. Organize learning process
action frame
Communication
VI. Arrange the BSC into the III. Complete action frame
process of leading with actions (collect ideas)
V. Reporting with the IV. Bundle actions into
Balanced Scorecard strategic projects
© Friedag 2011 44

45. Kaplan/Norton
Translate strategy into action!
It is only through the concrete, daily actions of all the employees in a
company that potentials can be developed .
© Friedag Friedag 2011 2008
© / Lewandowska 45

46. III. Objective-oriented actions - the OAI-principle
Strategic topics Development areas
(perspectives)
Objective
Action
Indicator
Check if every action matches
 the strategic topics and
 the development areas (perspectives)!
© Friedag Friedag 2011 2008
© / Lewandowska 46

47. Define objective-orientated actions
we are becoming
technological market leader
worldwide leading innovative supplier
number of jointly developed innovations
objective higher revenue image extension of local
presence
Strategic topic extension of sales jointly developed entry into chinese
dept. innovations market
Indicator sale potential # of projects trade volume
Customer retention
Customers Objective: create enthusiasm at the customers
New contracts
dedication Action: customer visits approx. 8 weeks after first
Perspectives
Perspectives
employees delivery: „Any problems ?"
CIP-Groups
Indicator: number of visited customers
reliability
Partners
Audits
Cost consciousness
fin. & controlling
Cash Flow
© Friedag 2011 47

48. Create objective-orientated actions
we are becoming
technological market leader
worldwide leading innovative supplier
number of jointly developed innovations
objective higher revenue image extension of local
presence
Strategic topic extension of sales jointly developed entry into chinese
dept. innovations market
Indicator sale potential # of projects trade volume
Customer retention Objective Objective
Customers Action Objective Action Objective
Objective
New contracts Action
Indicator Indicator
Action Action
Objective Objective
Indicator
dedication Objective Indicator Objective Indicator
Action Action
Action Action
Perspectives
Perspectives
employees Indicator Indicator
Indicator Objective Objective
Indicator Action
CIP-Groups Action
Objective Objective Indicator Indicator
Action Action
Objective Objective
Indicator Indicator
Action Action
Objective Indicator Objective
Indicator
Objective Action
Action
Reliability Objective Action Indicator
Indicator Objective
Partners Action Indicator
Action
Indicator
Audits Objective Objective Indicator Objective
Action Action Objective
Objective Action
Cost consciousness Indicator
ActionObjective
IndicatorAction
Objective
Objective Indicator
fin. & controlling Indicator
Objective
Action Action
Indicator
Action Action
Cash Flow Indicator Indicator Indicator Indicator
© Friedag 2011 48

49. So many OAI´s
© Friedag Friedag 2011 2008
© / Lewandowska 49

50. For each development field of the company there have to
be developed actions supporting the achievement of the
goals.
Example: customers
Objective: awake enthusiasm among customers S 1
Action: customer visits approx. 8 weeks after
first delivery: „Any problems ?"
Indicator: number of visited customers
© Friedag Friedag 2011 2008
© / Lewandowska 50

51. Exercise: Objective-Action-Indicator
What exactly do we have now to do to achieve our
our strategical goals in 2010:
1. Objective
2. Action
3. Indicator
All three points please on one moderation-card – readable written
 You have 30 minutes time !
© Friedag Friedag 2011 2008
© / Lewandowska 51

52. Strategy development and implementation with
the Balanced Scorecard
Agenda
01 Introduction
02 The bases of securing the company‟s future
03 What is a BSC ?
04 Approach for an objective system
05 OAI– strategic actions
06 Organising the work
07 Conclusions
© Friedag Friedag 2011 2008
© / Lewandowska 52

53. Steps to a BSC-development and -implementation
I. Identification of objectives
(Mission, vision, leading indicators)
II. Develop strategic
VII. Organize learning process
action frame
Communication
VI. Arrange the BSC into the III. Complete action frame
process of leading with actions (collect ideas)
V. Reporting with the IV. Bundle actions into
Balanced Scorecard strategic projects
© Friedag 2011 53

54. IV Implement strategic projects
we are becoming
technological market leader
worldwide leading innovative supplier
number of jointly developed innovations
objective higher revenue image extension of local
presence
Strategic topic extension of sales jointly developed entry into chinese
dept. innovations market
Indicator sale potential # of projects trade volume
Customer retention Objective Objective Objective
Customers Action Objective Action Project Objective
Objective
New contracts Action
Indicator Indicator Indicator
Action Action
Objective Objective
IndicatorObjective Objective
dedication Objective Indicator Objective Indicator
Action Action Action Project
Action
Project
Perspectives
Perspectives
employees Indicator Indicator Indicator Objective Indicator Objective
Indicator Action
CIP-Groups Indicator Action
Objective Objective Indicator Indicator
Action Action
Objective
Objective
Project Objective
Indicator Indicator
Action Action
Indicator
Objective Indicator Indicator
Objective
Objective Action
Objective
Objective
Objective
Action
Reliability Indicator
Project Objective Project
Action Indicator
Partners Action Indicator
Indicator
Action
Indicator Indicator
Audits Objective Objective Indicator Objective
Objective
Action Objective
Action Objective
Cost consciousness Action
Indicator Action
Indicator Project
ActionObjective Objective Objective
Indicator
fin. & controlling Indicator
Objective
Action Action
Indicator
Indicator
Action Action
Cash Flow Indicator Indicator Indicator Indicator
© Friedag 2011 54

55. Projects supporting the implementation of BSC
The most important things:
 Don„t look for perfect solutions!
 Delegate responsibilities and competences, demand and support
consequence!
 Organise the things that can be already done.
 The sooner the first success appear, the greater the acceptance of
Balanced Scorecard will be.
Let us start, there‘s a lot of work ahead of us!
© Friedag 2011 55

56. … and organize active doing
 having objectives only is not enough –
we have to want to do it !
 assign clear responsibilities
 achieve early wins
 develop adjuvant rituals
 train consequent leader behaviour
 pay attention: time is a critical resource
- time cannot be stored
- each process needs sufficient timing
- point in time as important as the period of time
© Friedag 2011 56

57. Steps to a BSC-development and -implementation
I. Identification of objectives
(Mission, vision, leading indicators)
II. Develop strategic
VII. Organize learning process
action frame
Communication
VI. Arrange the BSC into the III. Complete action frame
process of leading with actions (collect ideas)
V. Reporting with the IV. Bundle actions into
Balanced Scorecard strategic projects
© Friedag 2011 57

58. V. Reporting components of the BSC
Leadership-Scorecard Reporting-Scorecard
strategic
and strategic and
operational operational
Indicators of indicators indicators
Project- the BSC- for internal for external
indicators house control reporting
© Friedag 2011 58

59. Reporting with the Leadership-Scorecard
– what do we do ?
© Friedag 2011 59

60. Reporting - Scorecard
Main corporate indicators
(Development and exploitation of potentialities)
Development of potentialities Exploitation of potentialities
© Friedag 2011 60

61. Steps to a BSC-development and -implementation
I. Identification of objectives
(Mission, vision, leading indicators)
II. Develop strategic
VII. Organize learning process
action frame
Communication
VI. Arrange the BSC into the III. Complete action frame
process of leading with actions (collect ideas)
V. Reporting with the IV. Bundle actions into
Balanced Scorecard strategic projects
© Friedag 2011 61

62. VI Arrange the BSC into the process of leading
Sustainable success of
the organization
Acting
Team
objectives
Reporting-
Scorecard
Operational
objectives
Leading-
Scorecard
Strategy
Transparency
© Friedag 2011 62

63. Arrange the BSC into the leading process
Live the Balanced Scorecard !
 Integrate all employees
- What divisions are relevant strategically ?
- Where are different approaches needed in order to achieve the
vision ?
- Set a main focus
- Develop and integrate a communication concept
- Use indicators to control
- Establish the Balanced Scorecard in the reporting
- What can be dispensed in the reporting ?
© Friedag 2011 63

64. Diffusion of the BSC into the company
Wir steigen in die Liga auf
Identifikations-Verein für die Region Wir steigen in die Liga auf
Tabellenplatz Identifikations-Verein für die Region
Tabellenplatz
Ziel mehr Zuwendung mehr Mitglieder mehr Einnahmen
Strategische Nachwuchs- Mitglieder- Merchandising / Ziel mehr Zuwendung mehr Mitglieder mehr Einnahmen
Themen förderung Wachstum Branding Strategische Nachwuchs- Mitglieder- Merchandising /
Kennzahl Trainerquote Mitglieder i. Verein Umsatzpotenzial Themen förderung Wachstum Branding
Engagement Kennzahl Trainerquote Mitglieder i. Verein Umsatzpotenzial
Spieler Engagement
Trainingspunkte Spieler
Entwicklungsgebiete
Trainingspunkte
Entwicklungsgebiete
Image
Fans Image
Fanclubs Fans
(Perspektiven)
Fanclubs
strategic
(Perspektiven)
Qualifikation
operational
Mitarbeiter Qualifikation
Fortbildungsquote Mitarbeiter
Kontakte Fortbildungsquote
Region Kontakte
Treffen Region
Bonität Treffen
Investoren Bonität
Innenfinanzkraft Investoren
Innenfinanzkraft
contribution
Wir steigen in die Liga auf
Identifikations-Verein für die Region Wir steigen in die Liga auf
Tabellenplatz Identifikations-Verein für die Region
Tabellenplatz
Ziel mehr Zuwendung mehr Mitglieder mehr Einnahmen
Strategische Nachwuchs- Mitglieder- Merchandising / Ziel mehr Zuwendung mehr Mitglieder mehr Einnahmen
Themen förderung Wachstum Branding Strategische Nachwuchs- Mitglieder- Merchandising /
Kennzahl Trainerquote Mitglieder i. Verein Umsatzpotenzial Themen förderung Wachstum Branding
Engagement Kennzahl Trainerquote Mitglieder i. Verein Umsatzpotenzial
Spieler Engagement
Trainingspunkte Spieler
Entwicklungsgebiete
Trainingspunkte
Entwicklungsgebiete
Image
Fans Image
Fanclubs Fans
(Perspektiven)
Fanclubs
strategic
(Perspektiven)
Qualifikation
operational
Mitarbeiter Qualifikation
Fortbildungsquote Mitarbeiter
Kontakte Fortbildungsquote
Region Kontakte
Treffen Region
Bonität Treffen
Investoren Bonität
Innenfinanzkraft Investoren
Innenfinanzkraft
contribution
Wir steigen in die Liga auf
Identifikations-Verein für die Region Wir steigen in die Liga auf
Tabellenplatz Identifikations-Verein für die Region
Tabellenplatz
Ziel mehr Zuwendung mehr Mitglieder mehr Einnahmen
Strategische Nachwuchs- Mitglieder- Merchandising / Ziel mehr Zuwendung mehr Mitglieder mehr Einnahmen
Themen förderung Wachstum Branding Strategische Nachwuchs- Mitglieder- Merchandising /
Kennzahl Trainerquote Mitglieder i. Verein Umsatzpotenzial Themen förderung Wachstum Branding
Engagement Kennzahl Trainerquote Mitglieder i. Verein Umsatzpotenzial
Spieler Engagement
Trainingspunkte Spieler
Entwicklungsgebiete
Trainingspunkte
Entwicklungsgebiete
Image
Fans Image
Fanclubs Fans
(Perspektiven)
Fanclubs
strategic
(Perspektiven)
Qualifikation
operational
Mitarbeiter Qualifikation
Fortbildungsquote Mitarbeiter
Kontakte Fortbildungsquote
Region Kontakte
Treffen Region
Bonität Treffen
Investoren Bonität
Innenfinanzkraft Investoren
Innenfinanzkraft
© Friedag 2011 64

65. Steps to a BSC-development and -implementation
I. Identification of objectives
(Mission, vision, leading indicators)
VII. Organize learning II. Develop strategic
process action frame
Communication
VI. Arrange the BSC into the III. Complete action frame
process of leading with actions (collect ideas)
V. Reporting with the IV. Bundle actions into
Balanced Scorecard strategic projects
© Friedag 2011 65

66. VII Organize learning process
 assign specific authority and responsibilites to the indicators
 learn from the cause-effect-chain
 permit, that strategic objectives may be changed
 keep on going to discuss the strategic objectives
© Friedag 2011 66

67. The balanced scorecard puts strategy
– not control – at the center
___________________
Kaplan / Norton (1992)
© Friedag 2011 67

68. Strategy development and implementation with
the Balanced Scorecard
Agenda
01 Introduction
02 The bases of securing the company‟s future
03 What is a BSC ?
04 Approach for an objective system
05 OAI– strategic actions
06 Organising the work
07 Conclusions
© Friedag Friedag 2011 2008
© / Lewandowska 68

69. Benefits of safeguarding the company with the
help of the Balanced Scorecard
 Everyone in the company knows his future
 All stakeholder aim jointly in one direction
 Limitation on less, on the fundamental things for the future
 Better rating (Basel II)
 Better results in the EFQM-Process
 better operating profits as a base of sustainability
© Friedag 2011 69

70. Conclusion
more successful because of strategy developemt and
implementation with the help of Balanced Scorecard ?
 Leading with joint and clearly defined operative and strategic
objectives
 By communication we achieve thinking, responsibility, objective-
orientated action of all of our employees and partners
 Better transparency creates confidence at internal and external
partners
Strategy is the first task of leaders !
© Friedag 2011 70

71. Fazit
 "Balanced Scorecard is more than a performance measurement
system” Friedag / Schmidt
 "Balanced scorecard is management, not measurement"
Kaplan / Norton
balanced scorecard
transforms strategy into action
© Friedag 2011 71

72. Welcome to the
Future!
Strategydevelopment and -implementation with the
Balanced Scorecard [BSC]
© Friedag 2011 72