The document discusses the Balanced Scorecard methodology created by Kaplan and Norton. It presents the four perspectives of the Balanced Scorecard - financial, customer, internal process, and learning and growth. For each perspective, objectives, key performance indicators, targets, and initiatives are identified. The methodology balances both financial and non-financial measures across short and long term goals. It provides a framework for translating an organization's mission and strategy into tangible objectives and measures.
Balanced scorecard approach_Robert S KaplanRanjit Jose
One of the most consistent approaches to ensure that your function is adding the right kind of business value.
The Balance Scorecard has been around for decades now, but still so relevant in the business context.
Credits - Robert S Kaplan & The Havard Business School
Balanced scorecard approach_Robert S KaplanRanjit Jose
One of the most consistent approaches to ensure that your function is adding the right kind of business value.
The Balance Scorecard has been around for decades now, but still so relevant in the business context.
Credits - Robert S Kaplan & The Havard Business School
Balanced Scorecard Deployment Process Training ModuleFrank-G. Adler
The Balanced Scorecard Deployment Training Module v8.0 includes:
1. MS PowerPoint Presentation including 79 slides covering Balanced Scorecard History & Benefits, Four Dimensions of a Balanced Scorecard, Balanced Scorecard Development & Deployment Process, Balanced Scorecard Deployment Challenges & Resolution Strategies, Balanced Scorecard Template & Detailed Instructions, and Project Evaluation & Selection Matrix.
2. MS Excel Balanced Scorecard Template and Example
3. MS Word Workshop Agenda & Evaluation Sheet for a Balanced Scorecard Development Workshop
4. MS Excel Project Evaluation & Selection Matrix to ensure alignment of Operational Excellence, Lean Management, and Six Sigma projects to the Balanced Scorecard
Strategy Planning and Deployment Process Training ModuleFrank-G. Adler
The Strategy Planning and Deployment Training Module v6.0 includes:
1. MS PowerPoint Presentation including 97 slides covering our Strategy Planning and Deployment Process using Strategy Maps and Hoshin Kanri, including Introduction to Strategy Planning, Organizing the Process, Current State Analysis (CSA), Strategic Vision Elements, Strategic Breakthrough Objectives, Strategy Maps, Strategic Initiatives and Tactics, Strategy Deployment Matrix, and Strategy Implementation and Review.
2. MS Excel Templates for Annual Planning, Criticality Analysis, Force Field Analysis, Radar Gap Analysis Chart, Strategy Grid Alignment Matrix, Strategy Grid Correlation Matrix, Project Selection Matrix, Bowling Chart, and Strategy Implementation Review Table.
3. MS Word Current State Analysis (CSA) Questionnaire
4. MS Excel Hoshin Kanri Strategy Deployment X-Matrix Template
Balanced Scorecard Deployment Process Training ModuleFrank-G. Adler
The Balanced Scorecard Deployment Training Module v8.0 includes:
1. MS PowerPoint Presentation including 79 slides covering Balanced Scorecard History & Benefits, Four Dimensions of a Balanced Scorecard, Balanced Scorecard Development & Deployment Process, Balanced Scorecard Deployment Challenges & Resolution Strategies, Balanced Scorecard Template & Detailed Instructions, and Project Evaluation & Selection Matrix.
2. MS Excel Balanced Scorecard Template and Example
3. MS Word Workshop Agenda & Evaluation Sheet for a Balanced Scorecard Development Workshop
4. MS Excel Project Evaluation & Selection Matrix to ensure alignment of Operational Excellence, Lean Management, and Six Sigma projects to the Balanced Scorecard
Strategy Planning and Deployment Process Training ModuleFrank-G. Adler
The Strategy Planning and Deployment Training Module v6.0 includes:
1. MS PowerPoint Presentation including 97 slides covering our Strategy Planning and Deployment Process using Strategy Maps and Hoshin Kanri, including Introduction to Strategy Planning, Organizing the Process, Current State Analysis (CSA), Strategic Vision Elements, Strategic Breakthrough Objectives, Strategy Maps, Strategic Initiatives and Tactics, Strategy Deployment Matrix, and Strategy Implementation and Review.
2. MS Excel Templates for Annual Planning, Criticality Analysis, Force Field Analysis, Radar Gap Analysis Chart, Strategy Grid Alignment Matrix, Strategy Grid Correlation Matrix, Project Selection Matrix, Bowling Chart, and Strategy Implementation Review Table.
3. MS Word Current State Analysis (CSA) Questionnaire
4. MS Excel Hoshin Kanri Strategy Deployment X-Matrix Template
BALANCED SCORECARD (BSC) MONOPOLY: A Fun Business Modeling Game for Monopoliz...Rod King, Ph.D.
The Balanced Scorecard (BSC) is a classic tool for performance management. However, the BSC is hardly used for presenting business models. This presentation introduces the Balanced Scorecard in the form using a stylized gameboard of the traditional Monopoly game. The result is a game called "BSC Monopoly."
BSC Monopoly can be used as a fun game not only for visually presenting a business model but also for visually managing the performance of the business model. In short, the game of BSC Monopoly can be used for Business Model Documentation, Improvement, and Innovation as well as Visual Performance Management. A beauty of BSC Monopoly is that a team can use it to explore scenarios for different strategies including Blue Ocean Strategy and Disruptive Innovation Strategy.
Balanced scorecard and policy deploymentRamesh P.R.
Greetings from Seven Steps!
As another April is around the corner, we are sure that you are busy with the ambitious plans and goals for the next year. As you may agree, one of the biggest challenge for any organization is the gap in the execution of this strategies and plans.
A Study Says 9 of 10 Companies Fail to Execute Strategy .
Companies are struggling hard to align individual’s goals and execution plans in line with the organizational goals. Seven Steps Academy of Excellence developed a unique and powerful experiential learning programme to help the organizations in achieving their Business and Operational goals . More than 30 organizations enjoying the benefits of this programme
Welcome to the 2 day Experiential Learning Program on
“Effective Goal deployment using Balance Score Card and Policy Deployment Tools”
Enterprise Software Roadmap for Microsoft ProductsJonathan Daniels
A number of slides detailing the roadmaps for the majority of Microsofts Enterprise Software products.
Sources www.microsoft.com and www.directionsonmicrosoft.com
eXampleCG's Balanced Scorecard Consulting, Training and Advisory services for companies and professionals. Fore more information, visit www.eXampleCG.com
The Building Blocks Of High Performing OrganisationsKenny Ong
*Key characteristics and capabilities of high-performing organizations
*High performing organisations focus on achieving results and outcomes
*A clear, well articulated, and compelling mission
*Strategic use of partnerships
*Focus on needs of clients and customers
*Strategic management of people
*Steps to foster development of high-performing organisations
YOUR Roadmap: Developing a career plan (Product Management)ProductCamp Toronto
YOUR Roadmap: Developing a career plan – Steve Gaylor, Pragmatic Marketing Plan your career, don’t let your career path be an accident. New to Product Management and Marketing? Want to break in? Learn the role, the trends and the approach of creating a career plan. Here is the fact: Product Management and marketing continues to evolve and represents a growing population of professionals who want to better understand their roles and career paths. This session will look at responsibilities, roles, trends and career opportunities for Product Managers.
A good strategy map should communicate everything a company is striving to achieve on a single page.
Think about it, if your company is made up of only five people or is an enterprise of 5,000 people first and foremost you want them to know exactly what the company is about and what it is trying to achieve.
What is more, your employees want to know that your company has ambition and plans and will be around for the long haul. They want to be sure that the leaders know what they are doing and are in control.
They want to work in a winning environment and want to know their jobs are secure. One of the most powerful tools you have in your armoury is a strategy map (that and consistently winning profitable business, the two are inextricably linked).
Finding and Mining Value Hidden in Operations - The ProAction GroupThe Proaction Group
In this set of slides, you'll find an overview of ProAction's role, values, a few case studies covering diligence through exit, as well as several team member bios.
Webinar: The Balanced Scorecard What Does It Mean And How To Implement ItAli Zeeshan
For other Informa Webinars: http://www.informa-mea.com/webinars
To view recording: https://youtu.be/4RQF-oUMgcw or watch the video at end of the slide
This webinar is designed as a practical guide to using the Balanced Scorecard.
The Balanced Scorecard is a system used extensively in business and industry, government, and non-profit organisations worldwide to align business activities to the vision and strategy of the organisation, improve internal and external communications, and monitor organisation
performance against strategic goals.
The Balanced Scorecard was originated by Drs Robert Kaplan (Harvard Business School) and David Norton as a framework to help managers consider both financial and non-financial aspects of their business and design performance metrics around them.
While the phrase Balanced Scorecard was coined in the early 1990s, the roots of this type of approach are deep, and include the pioneering work of General Electric on performance measurement reporting in the 1950s and the work of French process engineers (who created the Tableau
de Bord – literally, a "dashboard" of performance measures) in the early part of the 20th century.
About the Presenter:
Ian has over 30 years of business experience ranging from senior management positions, in such companies as Ericsson to founding and selling his own companies. Ian designs and delivers training programmes globally with particular attention to the GCC nations. He works in many
fields including both accredited and non-accredited courses.
Ian divides his time equally between the Middle East and the UK. In the UK, Ian is a lead professor at London Met University and the University of West London specialising in working with students to gain their membership to the Chartered Institute of Procurement and Supply.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
Acetabularia Information For Class 9 .docxvaibhavrinwa19
Acetabularia acetabulum is a single-celled green alga that in its vegetative state is morphologically differentiated into a basal rhizoid and an axially elongated stalk, which bears whorls of branching hairs. The single diploid nucleus resides in the rhizoid.
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
2. Financial
Perspective
• Objectives
• Key Performance Indicators
• Targets
• Initiatives
Strategy
Learning & Growth
Perspective
• Objectives
• Key Performance Indicators
• Targets
• Initiatives
Customer
Perspective
• Objectives
• Key Performance Indicators
• Targets
• Initiatives
Internal Process
Perspective
• Objectives
• Key Performance Indicators
• Targets
• Initiatives
Kaplan and Norton, 1996
What is meant by “Balanced”
The task of developing a comprehensive strategy demands systematic consideration and integration of
various perspectives. We have to balance between financial and non-financial considerations and apply a
measure combination. The basic framework as conceived by Kaplan and Norton, 1996 is presented below.
The actual contents of each perspective are tailored to the specific organizational/unit realities, needs
and challenges.
For making the strategy explicit we use the Strategy Map/s
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3. CUSTOMER
- Customer Satisfaction
- Effective Service/Partnership
MISSION
VISION
STRATEGY
LEARNING AND
GROWTH
- Access to Strategic Information
- Employee Satisfaction
- Organization Structured for
Continuous Improvement
- Quality Workforce
FINANCIAL
- Optimum Cost Efficiency of
Purchasing Operations;
Cost Reasonableness of
Actions
INTERNAL BUSINESS
PROCESSES
- Acquisition Excellence
- Most Effective Use of
Contracting Approaches
- Streamlined Processes
- On-Time Delivery
- Supplier Satisfaction
- Socio-economics
Source: USA, Department of Energy Procurement System
Tailoring to the specific organizational/unit realities, needs and
challenges - government procurement service example
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4. What do we balance
Financial versus Non-financial measures
Tangible versus Intangible assets
Long-term versus Short-term Goals
Internal versus External Perspective
Performance Drivers versus Outcomes
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5. Internal Process PerspectiveInternal Process Perspective
Financial PerspectiveFinancial Perspective
Learning & Growth PerspectiveLearning & Growth Perspective
Customer PerspectiveCustomer Perspective
Return on
Investment
Price Quality Time Function Image
Relatio-
ship
Value Proposition
Sources of Growth Sources of Productivity
Technology
Infrastructure
Climate for
Action+ +
“Build the
Brand”
“Make the
Sale”
“Deliver the
Product”
“Service
Exceptionally”
Revenue
Strategy
Productivity
Strategy
1. The economic model of key
levers driving financial
performance
2. The value proposition of target
customers
3. The value chain of core
business processes
4. The critical enablers of
performance improvement,
change and learning
Staff
Competencies
Source: Presentation of Balanced Scorecard Collaborative
Example of the Basic Building Blocks of the Strategy and
displaying the strategy’s cause-effect hypotheses
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6. Perspectives
GOALS & PERFORMANCE MEASURES
Financial perspective
How do we look to shareholders?
Customer perspective
How do customers see us?
Internal Business perspective (BPR)
What must we excel at?
Innovation & Learning perspective
Can we continue to improve & create value?
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7. Example:
anonymous semiconductor company
FINANCIAL perspective
GOALS MEASURES
Survive Cash flow
Succeed Quarterly sales
Growth
Operating income by division
Prosper Increase in market share
Increase in Return on Equity
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8. CUSTOMER perspective
GOALS MEASURES
New products % sales from new products
% sales from proprietary products
Responsive
supply
On-time delivery
(customer definition)
Preferred
suppliers
Share of key accounts’ purchases
Ranking by key accounts
Customer
partnerships
# of cooperative engineering
efforts
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9. INTERNAL BUSINESS perspective
GOALS MEASURES
Technology
capability
Benchmark vs. competition
Manufacturing
excellence
Cycle time
Unit cost
Yield
Design
productivity
Silicon efficiency
Engineering efficiency
New product
innovation
Schedule: Actual vs. Planned
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10. INNOVATION & LEARNING perspective
GOALS MEASURES
Technology
leadership
Time to develop next generation
Manufacturing
learning
Process time to maturity
Product focus % products equalling 80% of
sales
Time to market New product introduction vs.
competition
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11. Executive consensus andExecutive consensus and
accountability:accountability:
Building the map eliminates
ambiguity and clarifies
responsibility.
Educate and Communicate:Educate and Communicate:
Build awareness and
understanding of organization
strategy across the
workforce.
Ensure Alignment:Ensure Alignment:
Each sub-unit and individual
link their objectives
to the map.
Source: "Using Balanced Scorecard Technology to Create Strategy-Focused Public Sector Organizations", Robert S. Kaplan, April 21,
2004, pg. 20
Promote Transparency:Promote Transparency:
Communicate with and
educate constituents, partners,
oversight bodies, and the
general public.
Strategy Maps –Strategy Maps –
A Better Way to Communicate StrategyA Better Way to Communicate Strategy
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13. Customer Value Proposition
SelectionAvailabilityQualityPrice
Organization Capital
A Strategy Map Represents How the Organization Creates Value
•Supply
•Production
•Distribution
•Risk Management
Operational Management
Processes
•Selection
•Acquisition
•Retention
•Growth
Customer Management
Processes
•Opportunity ID
•R&D Portfolio
•Design/Develop
•Launch
Innovation
Processes
•Environment
•Safety and Health
•Employment
•Community
Regulatory and Social
Processes
Internal
Perspective
Human Capital
Information Capital
Culture Leadership Alignment Teamwork
Learning and
Growth
Perspective
Customer
Perspective
Financial
Perspective
Functionality Service Partnership Brand
Product / Service Attributes Relationship Image
Improve Cost
Structure
Increase Asset
Utilization
Long-Term
Shareholder Value
Expand Revenue
Opportunities
Enhance
Customer Value
Productivity Strategy Growth Strategy
Source: Kaplan R. S. & Norton D. P.,2004,Strategy Maps: Converting intangible assets into tangible outcomes, HBR
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14. Sample Strategy Map: Consumer BankInternalProcess
…which is all about great products and personal service…
Customer
…enduring value-added relationships…
Financial
“Our success comes from…
C3 - “Appreciate me, and
get things done easily,
quickly, and right.”
C1 - “Understand me and
give me the right
information and advice.”
C4 - “Be involved
in my
communities.”
C2 - “Give me
convenient access to the
right products.”
F1 - Achieve sustainable double-
digit net income growth
F2 - Maximize
traditional
revenue sources
F4 - Manage financial
resources for maximum
risk-adjusted return
F3 - Grow non-
traditional
revenue sources
Learningand
Growth
…delivered by a motivated & prepared work force.”
L4 - “We have the
information and tools we
need to do our jobs.”
L1 - “We develop,
recognize, retain, and
hire great people.”
L3 - “We understand
the strategy and know
what we need to do.”
L2 - “I’m developing
the skills I need to
succeed.”
Innovation Customer Partnerships Operational Excellence
Provide premium service to
delight and retain valuable
customers
Maximize efficiency and quality
of business processes
Focus on the critical few
activities
Consistently deliver the full
value proposition
Migrate customers to the right
channel
Identify and recognize high-
potential relationships
Segment markets and target
prospects
Communicate the full value
proposition
Broaden offering through
internal & external partnerships
Develop attractive new products
& services
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17. Typically 8-12 Weeks
Step 1Step 1
Develop aDevelop a
Project PlanProject Plan
Step 2Step 2
Build aBuild a
StrategicStrategic
ArchitectureArchitecture
Step 3Step 3
Draft aDraft a
Strategy MapStrategy Map
With LinkagesWith Linkages
And ThemesAnd Themes
Step 4Step 4
DetermineDetermine
Measures andMeasures and
TargetsTargets
Step 5Step 5
Select StrategicSelect Strategic
InitiativesInitiatives
Step 6Step 6
Plan forPlan for
implementationimplementation
of the SFOof the SFO
Balanced Scorecard Six Step
Development Process
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18. Putting the BSC to work
Presentation of the metrics and their visualization
20. Some of the Indicators of Good Balanced Scorecard
4. Financial Linkage
Every objective can ultimately be related to financial
results
1. Executive Involvement
Strategic decision makers must validate and own the
strategy and related measures
2. Cause-and-Effect Relationships
Every objective selected should be part of a chain of
cause and effect linkages that represent the strategy
3. Balance between outcome and leading measures
There should be a balance of outcome measures and
leading measures to facilitate anticipatory management
5. Linkage of Initiatives and Measures: Each
initiative should be based on a gap between baseline and
target.
A good Balanced
Scorecard will “tell
the story” of your
strategy in
actionable terms.
Source: Balanced Scorecard Collaborative/Palladium
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