Balanced Scorecard

Your success depends on making strategy-execution everyone’s everyday job

The Balanced Scorecard translates strategy into operational terms and provides on-going monitoring and measuring of your progress

A Balanced View

Changing how we view performance

It’s hard to believe our initial work that resulted in the Balanced Scorecard articles and books was over 30 years ago, yet the underlying problems we were trying to solve still exist in many organizations:

  • Dollars are the wrong way to measure how organizations create value.
  • We are still using lagging measures – not ones that better predict future performance (leading measures).
  • Organizations are still bound by annual budget cycles (making it tough to get support for multi-year projects), the crazy need to make quarter-end numbers, and the lack of relationship between what you do and your annual performance review.

Over the last 30 years, the Balanced Scorecard body of knowledge has brought some really cool tools to organizations – tools like strategy maps, weightings, and Ontologies. It has found itself integrated with budgeting, process-improvement, risk, and sustainability, and has supported the creation of related practices, such as OKRs. Almost every organization we work with has some elements of the Balanced Scorecard in place already.

Building a Better Scorecard

You already have the building blocks

When we were working with Kaplan and Norton we took 6 months to build a scorecard... we can now do it in 5 days. Over the last 30 years we have been continuously improving how we build scorecards – bringing new tools, taking advantage of what you have already built, and leveraging the current abundance of information available in every organization. Our clients have enjoyed incredible results leading to billions of dollars of increased valuation and because of this ask us back, or take us with them as they go to new organizations. Drs. Kaplan and Norton have also used our clients as world-class examples in every one of their books.

We deliver our scorecard services in exciting workshops that both trains your team, and builds your scorecard solution. We can also provide on-going coaching and meeting facilitation until you get the swing of things.

Rapid Balanced Scorecard

Rapid Balanced Scorecard

A day-by-day summary of our Rapid Balanced Scorecard week.
(Click a day to see more)

Day 1 Day 2 Day 3 Day 4 Day 5

Day 1

  1. Capturing Strategy

    -Strategic Objectives
    -Cause-and-effect relationship
    -Priorities

  2. Strategy Map

    The strategy map is a one-page summary that ensures:

    -Everyone understands the strategy
    -Understanding of how success occurs
    -Efforts are focused on what matters
    -Everyone is aligned

Day 2

  1. Key Performance Indicators

Adding KPIs to the strategy map creates a Balanced Scorecard that:
-Lets everyone know how we are performing
-Provides some warning of future problems
-Shows where we need to focus our joint efforts
 
 
 
 

Day 3

  1. Process Linkage ("Ontology")

    Assessing each process' impact on strategic success enables:
    -Accurate cascade to processes
    -Showing areas of focus
    -Enables OKRs (Objectives and key results)

  2. Strategic Performance Analysis

    Adding performance assessments to the ontology allows:
    -Visibility of strategic performance gaps by process
    -Visibility of strategic performance gaps by Strategic Objective

  3. Process Strategic Performance Gap

    Viewing the gaps enables:
    -Alignment on where focus is necessary
    -Cross-functional view of opportunities

  4. Project Strategic Performance Analysis

    Adding project linkage and potential benefits to the ontology allows:
    -Visibility of gap-closing potential of proposed project portfolio
    -Discovery of mis-alignment of project budgets
    -Ability to strategically prioritize proposed projects
    -Strategic Return on Investment (S-ROI)

Day 4

  1. Making Strategy Everyone's Everyday Job - Management Practices

    The scorecard needs to be integrated with existing accountability, risk, reporting, and communication cycles:
    -Gathers informed analysis from those who know
    -Integrates performance, accountability and risk into a single view
    -Makes performance meetings far more effective

 

Day 5

  1. Go Live!

    With cloud-based software and your existing measures, you can be operational by the end of the week!
    -Wide access to current performance information
    -Agreement by everyone on how to view performance
    -Linkage to associated projects
    -Pulls data from existing files
    -Allow for staged growth