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The Abstraction Series<br />Topic 1<br />Balanced Scorecard<br />
Originated by Dr. Robert Kaplan and David Norton<br />A Performance Measurement Framework which added non-financial measur...
The Four layers<br />
Problems Balanced scorecard can Solve<br />
The Nine Step Framework<br />
Performance Measures<br />Providing a way to see if the strategy is working <br />Focus employees&apos; attention on what ...
Asking the Right Questions<br />Who are our profitable customers?<br />Do we pay the most attention to those customers?<br...
Overall Process<br />Phase 1:		The Strategic Foundation<br />Phase 2:		Three Critical Components<br />Phase 3:		Deployment...
Phase 1: The Strategic Foundation<br />Consists of three steps:<br /><ul><li> Communicate the Strategy across all Levels
 Determine Major Strategic Areas for focussed efforts
 Build a Strategic Grid for each Major Strategic Area</li></ul>Step 1: Strategic Alignment and Communication<br />
Phase 1: Step 1: Communicate<br />After Clearly formulating the Strategy it needs to be effectively Communicated<br />
Phase 1: Step 2: Strategic Areas<br />Strategic Success Through Fence-Lined Strategic Areas is required for Clear Success ...
Phase 1: Step 3: Strategic Grids<br />Structuring the Balanced Scorecard on Four Layers i.e. Financial, Customer, Internal...
Phase 1: Step 3: Strategic Grids<br />Structuring the Balanced Scorecard on Four Layers i.e. Financial, Customer, Internal...
Phase 1: Step 3: Strategic Grids<br />Structuring the Balanced Scorecard on Four Layers i.e. Financial, Customer, Internal...
Phase 2: Three Critical Components Step 4: Measurements<br /><ul><li> Every Strategic Objective Should be measurable
 Not all can be quantified and measured but it makes evaluation of</li></ul>  such objectives difficult<br /><ul><li> Some...
 Customer perspective</li></li></ul><li>Phase 2: Step 4: Measurements<br /><ul><li> Internal Process Perspective</li></ul>...
Phase 2: Step 4: Measurements<br /><ul><li> Learning and Growth Perspective</li></ul>Leading Indicator:<br />Attrition Rat...
Phase 2: Step 5: Targets<br /><ul><li> Setting Targets Based on Strategic Goals</li></li></ul><li>Phase 2: Step 5: Targets...
Phase 3: Deployment<br />Review and Re-alignment<br />Integration of Other Business Areas with the Strategically improved ...
Phase 3: Step 7: Best Practices<br />Easy to Achieve but difficult to maintain because of Perfectionist Goals<br />Success...
A Consumer Electronics Manufacturing Firm<br />
A Consumer Electronics Manufacturing Firm<br />
Questions????<br />
Epstein, Marc, and Jean-François Manzoni. &quot;Implementing Corporate Strategy: From Tableaux de Bord to Balanced Scoreca...
Niven, Paul R. Balanced Scorecard Diagnostics: Maintaining Maximum Performance. John Wiley & Sons, 2005. <br />Niven, Paul...
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01 Balance Scorecard For Upload

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01 Balance Scorecard For Upload

  1. 1. The Abstraction Series<br />Topic 1<br />Balanced Scorecard<br />
  2. 2. Originated by Dr. Robert Kaplan and David Norton<br />A Performance Measurement Framework which added non-financial measures to counter balance the effects of Financial performance<br />Aligns Business Activities to the Vision and Strategy of the Organization<br />Balanced Scorecard<br />
  3. 3. The Four layers<br />
  4. 4. Problems Balanced scorecard can Solve<br />
  5. 5. The Nine Step Framework<br />
  6. 6. Performance Measures<br />Providing a way to see if the strategy is working <br />Focus employees&apos; attention on what matters most to success <br />Allow measurement of accomplishments, not just of the work that is performed <br />Provide a common language for communication <br />Explicitly defined terms of owner, unit of measure, collection frequency, data quality, expected value(targets), and thresholds <br />Ensuring Valid Measurement of the right things<br />Verifiable Measures to Ensure Data Collection Accuracy <br />
  7. 7. Asking the Right Questions<br />Who are our profitable customers?<br />Do we pay the most attention to those customers?<br />Do we know what these customers expect from us now and in the (near) future?<br />Do we develop the products and services that will keep us in the running?<br />Do our employees develop the knowledge and skills that the markets (will) ask?<br />Do we recruit the right people?<br />
  8. 8. Overall Process<br />Phase 1: The Strategic Foundation<br />Phase 2: Three Critical Components<br />Phase 3: Deployment<br />
  9. 9. Phase 1: The Strategic Foundation<br />Consists of three steps:<br /><ul><li> Communicate the Strategy across all Levels
  10. 10. Determine Major Strategic Areas for focussed efforts
  11. 11. Build a Strategic Grid for each Major Strategic Area</li></ul>Step 1: Strategic Alignment and Communication<br />
  12. 12. Phase 1: Step 1: Communicate<br />After Clearly formulating the Strategy it needs to be effectively Communicated<br />
  13. 13. Phase 1: Step 2: Strategic Areas<br />Strategic Success Through Fence-Lined Strategic Areas is required for Clear Success Demarcations <br />Linking Strategic Goal to a Strategic Area<br />
  14. 14. Phase 1: Step 3: Strategic Grids<br />Structuring the Balanced Scorecard on Four Layers i.e. Financial, Customer, Internal Processes and Learning.<br />
  15. 15. Phase 1: Step 3: Strategic Grids<br />Structuring the Balanced Scorecard on Four Layers i.e. Financial, Customer, Internal Processes and Learning.<br />
  16. 16. Phase 1: Step 3: Strategic Grids<br />Structuring the Balanced Scorecard on Four Layers i.e. Financial, Customer, Internal Processes and Learning.<br />
  17. 17. Phase 2: Three Critical Components Step 4: Measurements<br /><ul><li> Every Strategic Objective Should be measurable
  18. 18. Not all can be quantified and measured but it makes evaluation of</li></ul> such objectives difficult<br /><ul><li> Some Basic Guidelines:</li></li></ul><li>Phase 2: Step 4: Measurements<br /><ul><li> Cause Effect Relationship between Leading and Lagging Indicators
  19. 19. Customer perspective</li></li></ul><li>Phase 2: Step 4: Measurements<br /><ul><li> Internal Process Perspective</li></ul>Leading Indicator:<br />No. of New Products Introduced<br />Leading indicator: Delivery Response Time to Customers<br />Leading Indicator: Cycle Time for Resolving Customer Complaint<br />
  20. 20. Phase 2: Step 4: Measurements<br /><ul><li> Learning and Growth Perspective</li></ul>Leading Indicator:<br />Attrition Rate<br />Leading Indicator: Centralized database of Employees<br />Leading Indicator: Number of Employee Suggestions<br />
  21. 21. Phase 2: Step 5: Targets<br /><ul><li> Setting Targets Based on Strategic Goals</li></li></ul><li>Phase 2: Step 5: Targets<br /><ul><li> Adding Measurements & Targets to the Balanced Scorecard</li></li></ul><li>Phase 2::Step 6: Programmes<br />Sponsored by Upper level Management<br />Utilizes Designated Leaders and Cross Functional Teams<br />Consists of Deliverables, Milestones and a Timeline<br />Requires Resources: Man / Machine / Money / material / Market etc.<br />Structured Programmes have greater impact on Strategic goals<br />
  22. 22. Phase 3: Deployment<br />Review and Re-alignment<br />Integration of Other Business Areas with the Strategically improved Areas<br />Finally linking compensation with the scorecards<br />Building the Scorecards for the Entire Value Chain i.e. Customers, Production, sales, Innovation and all such elements<br />
  23. 23. Phase 3: Step 7: Best Practices<br />Easy to Achieve but difficult to maintain because of Perfectionist Goals<br />Successful companies have developed more tolerance levels<br />
  24. 24. A Consumer Electronics Manufacturing Firm<br />
  25. 25. A Consumer Electronics Manufacturing Firm<br />
  26. 26. Questions????<br />
  27. 27. Epstein, Marc, and Jean-François Manzoni. &quot;Implementing Corporate Strategy: From Tableaux de Bord to Balanced Scorecards.&quot; European Management Journal , April 1998, pp. 190-203. <br />&quot;Harvard Business Review Balanced Scorecard Report.&quot; Harvard Business Review, 2002 to present (bimonthly). <br />Kaplan, Robert S., and David P. Norton. Alignment: Using the Balanced Scorecard to Create Corporate Synergies. Harvard Business School Press, 2006. <br />Kaplan, Robert S., and David P. Norton. &quot;The Balanced Scorecard: Measures That Drive Performance.&quot; Harvard Business Review, July 2005, pp. 71-79. <br />Kaplan, Robert S., and David P. Norton. The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment. Harvard Business School Press, 2000. <br />Kaplan, Robert S., and David P. Norton. Strategy Maps: Converting Intangible Assets into Tangible Outcomes. Harvard Business School Press, 2004. <br />References<br />
  28. 28. Niven, Paul R. Balanced Scorecard Diagnostics: Maintaining Maximum Performance. John Wiley & Sons, 2005. <br />Niven, Paul R. Balanced Scorecard Step-by-Step: Maximizing Performance and Maintaining Results, 2d ed. John Wiley & Sons, 2006. <br />http://www.balancedscorecard.org/BSCResources/AbouttheBalancedScorecard/tabid/55/Default.aspx<br />http://www.clickhrd.com/knowledge_base/images/metrus-balance-scorecard.jpg<br />http://www.strategy2act.com/solutions/bsc_toolkit/9-scorecard-helps-to-solve-full.gif<br />http://www.exinfm.com/training/pdfiles/course11r.pdf<br />References<br />

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