Agenda

Day One

Introduction To The Balanced Scorecard
• Overall concept of the Balanced Scorecard and how it has evolved since its original introduction in 1992
• Business benefits: does it work..?
• How organisations typically apply the BSC – including the cascade of Scorecards and how to attain line-ofsight
  alignment between individual employees and the overall corporate objectives
• How the BSC aligns with other commonly used management tools – e.g. budgeting, project management, quality
  models
• Case study examples : different approaches to designing and using the BSC

Step One: Strategic Analysis – The use of proven analytic techniques
• SWOT
• PEST
• 5-forces
• Competitor analysis

Day Two

Step Two: Mission, Vision, Values
• The purpose of each of these classic management statements, supported by examples
• How they fit into the development of the Balanced Scorecard

Step Three: Overall SMART Objectives
• The importance of setting an overall organisation strategic destination statement(s) in SMART terms
• Ensuring compatibility between different objectives: the validation process

Step Four: Developing And Articulating The Strategy
• Brief introduction to Blue Ocean Strategy and Strategy Canvas
• Strategy mapping (including the development of cascaded strategy maps throughout the organisation)

Please note: The main focus of this session will be the Strategy Map. It is not intended (and time does not allow) for this session to cover the full panoply of Strategic Planning.

Day Three

Step Five: Translating The Strategy Map Into Measures/KPIs
• Translating and prioritising the measures: the criteria for prioritisation
• Defining the measures and ensuring appropriate behavioural responses: creating a Measure Library
• Cascading and aligning the measures to business units and departments

Step Six: Setting Performance Targets
• How to set targets for each individual measure (KPI) within the Scorecard
• Cascading targets within the organisation
• Using a planning model to support the alignment of performance targets – across the Scorecard and with the
  overall Strategic Destination SMART objectives (Step three).

Step Seven: Strategic Initiatives
• How to identify and select the relevant strategic initiatives to enable the performance targets to be reached
• The KPI/Initiative matrix
• The budgetary implications of strategic initiatives
• Incorporating “initiative progress status” within the Scorecard management reports

Day Four

The Project Management Disciplines Of BSC Development
• Planning the overall BSC “project”
• Sponsorship
• Resource requirements: who should be involved
• Systems implications
• Understanding the real business reasons for your Scorecard
• Alignment with compensation
• Launching the Scorecard as a live management tool
• The management review process – guidelines of good practice
• Keep the BSC dynamic and up to date and relevant after its initial introduction
• Auditing the Scorecard

Next Steps – After this event? Developing your personal action plan

The course will involve hands-on computer work, using straightforward Excel spreadsheets. You MUST bring a laptop to support these exercises.