This document describes a tool called TOMAS.BSC that helps companies implement a balanced scorecard approach to strategic planning and management. It allows companies to define objectives, measures, and initiatives and then monitor performance across financial, customer, internal process, and learning/growth perspectives. Key features include strategy mapping, dashboards, task tracking, reporting, and data analysis. The tool is intended to help align business units and employees with organizational strategy and provide early alerts when objectives or tasks are off track.

1. TOMAS.BSC
A perfect tool for strategic and
operational management
www.tomasdse.com

2. Page  2
Balanced scorecard
VISION
Financial perspective
To succeed financially:
How should we appear to our shareholders?
Customer perspective
To achieve our vision:
How we should appear to our customers?
Internal business processes
To satisfy our shareholders and customers:
What business processes must we excel at?
Learning and growth perspective
To achieve our vision:
How will we sustain our ability to change and
improve?

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Profitable growth of the corporation
 60% of corporations do not link financial
objectives to strategic planning.
 The incentives of the key personnel are not
connected with the strategy realization.
 Processes of the strategic planning are not
connected.
Gap between strategy
formulation and execution
 Objective and project oriented management.
 BSC system introduced.
 Strategic office established.
Successful corporations
typically had
90% of corporations do not reach goals from their Strategic plans
Problem

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The latest researches show that BSC is used by
1
2
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60% Fortune 1000 companies
60% world top-300 banks
40+% middle sized comp. in Europe

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Strategic desk and BSC
Financial perspective Clients perspective
Business process perspective Learning and growth perspective
Program strategies
Development strategies
Cash-flow
management
BSC

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Mission and Vision
 First define the mission
and vision.
EASY TO USE
Define it on corporate
level, business units,
processes, virtual units.

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SWOT analysis
 Make SWOT analysis
for Company and
Business units.
EASY TO USE
Make SWOT analysis
for business units too, if
there have different
competition, working on
different markets.

8. Page  8
Define strategic goals
 TOMAS.BSC can
cascade strategies
down from corporate
levels to business units
and ultimately to
employee level. It can
assign tasks to achieve
strategic objectives (with
terms, performers,
priority, attached
documents).
EASY TO USE
Detail strategies for
markets, products and
business units.

9. Page  9
Task review and reporting
 Through internet, all
persons involved get
reviews of tasks for
realization of the
strategic objectives,
Performers report about
their tasks, reports can
be viewed by different
parameters (due tasks,
by performer, status…) .
EASY TO USE
No installation. Just
login on internet site
and click ‘My task’ to
report.

10. Page  10
Key performance indicators
 What can’t be measured
can’t be managed, so
define indicators to
measure success of
strategic goals.
EASY TO USE
We can see results of
last three months for
the strategic goal.

11. Page  11
DASHBOARDS
 Through dashboards
you can monitor, how
you prosper towards
planned strategic goals
at all levels of the
company.
 Here, Red indicates
below the plan and
green indicates that you
are above plan.
EASY TO USE
Create your own
Dashboards
EASY TO USE
Double click to see
which BU, product or
market has a problem

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DETAILED ANALYSIS
EASY TO USE
Responsible can
comment results.

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Dynamic Strategic map
 Dynamic strategic map
indicates if there are bad
KPI‘s or tasks are
delayed for a specific
strategy.
 There is the whole
Strategic plan on one
page every morning.
EASY TO USE
Red colour alerts
shows where
problems occur

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Succes of a strategic goal
 From Dynamic strategic
map we can click on
Strategic goal and see
results.
EASY TO USE
We can define for
each Strategic goals
optional numbers of
tables and charts.

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We can monitor also Map with locations success.

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Convenient acces from everywhere
 Web or mobile BSC for
convenient access
anywhere.

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What you measure: Business excellence
 Solution can be used
also for monitoring the
results of business
excellence (Total Quality
management-
TQM,EFQM).
EASY TO USE
Create new
perspectives and
achieve multi-
perspective view on
your business

18. Page  18
What you measure: 20 Keys
 Example of how the system could be set
up to monitor Kobayashi methodology of
20 keys.

19. Page  19
BSC Reports
 All KPI‘s data are saved
in multidimensional cube
to enable Analyses.
EASY TO USE
Prepare your own Reports
and Charts

20. Page  20
BSC designer
 BSC creator can create
independent creation of
BSC system
(perspectives, indicators,
formulas, aggregation,
warnings, users, e-mail
warnings, ...).
EASY TO USE
No need for programming,
you can do everything on
your own.

21. Page  21
Data loading
 Data is loaded manually,
automatically or through
excel.
Manually in BSC
From company‘s ERP
Through excel
EASY TO USE
IT prepares automated
export from ERP in defined
structure and is imported
automatically in BSC.

22. Page  22
TOMAS.BSC clients
 Define Mission/Vision.
 Define SWOT.
 Define Strategic goals.
 Define action plans.
 Define Indicators and formulas.
 Create Strategy maps and Dashboards.
 Load data.
 Analyze performance.
 Using OLAP Analyses and excel-add in.
 Create users rights.
Designers/Consultants Managers
 Review Dashboards.
 Review Strategic maps.
 Analyzing KPI‘s.
 Make comments and Initiatives.
 Create Dashboards for their business
units.
 Add strategies for their business units.
 Create action plans.
 Monitor tasks realization.
 Analyze Strategic performance.
 Using OLAP Analyses and excel-add in.
 Review their tasks.
 View on which strategy their tasks
influence.
 Report online about performing their
tasks.
 Upload documents to their reports.
Performers

23. Page  23
TOMAS.BSC Overview
Strategic
planning and
monitoring
Balanced
scorecard
Proces
monitoring
Business
excellence
Total Quality
management
Operational
management
Designers/
consultants
Managers
Performers
Project
monitoring

24. Page  24
Before and After: Changes & Benefits
 Realization of the Strategic plan can be monitored on
Strategic maps, that alerts about late task or bad KPI‘s.
 Strategic plan of all BU can be easily seen inside IT tool in
one location.
 Red colors alerts on delayed tasks.
 Dashboards with KPI’s for every BU, and business area,
benchmarking, traffic lights to be alerted.
 We can get success for every BU manager calculated and
weighted from KPI’s he is responsible for.
 Balanced KPI’s from all perspectives: financial, customers,
process, learning and growth.
 OLAP analytical tool with great analytical power (drill down,
rotation, filtering, sorting, charts, aggregations for Regions…
 Excel add in for automatically preparation of reports for
management.
Before (current situation)
 Strategic plan of business units (BU) is only on paper.
 Difficult to monitor if planned activities in BU are finished.
 Difficult to monitor Indicators of success from BU and
react promptly.
 Stimulations for the BU managers can’t be linked to
achievement of strategic goals.
 Monitoring only financial KPI’s of the BU can alert on the
problems with delay (even one year or more).
 No analytical tools for analyzing data of one company and
group.
 Stimulations for the employees can’t be linked to
achievement of strategic goals.
After ( Implementation )