A1257278574EVWYR

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Intravate Balanced Scorecards Briefings Part
5 Successful Balanced Scorecard Programme
Development
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Achievement of the potential deliverables is
dependent on the breadth and quality of
deployment across

• Planning Process
• Effective translation of strategy into plans,
  targets implementation
• Reporting Business Performance
• Meaningful measures metrics and effective
  performance reporting
• Managing teams people
• Internal alignment of the organisation to key
  goals strategies
• Internal Communications
• A structure for communicating plans and progress
  to all staff

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Variation in business impacts reflects the
quality of design deployment of scorecard
programmes.
Good design deployment
Partial deployment
Poor design or poor deployment
Source Balanced Scorecard Collaborative Survey
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Why do so many scorecard programmes under deliver?

• Poor starting point
• no real commitment
• no clear purpose
• Poor design construction
• Inadequately resourced
• No real strategic content
• Wrong measures or targets
• over designed /or over long
• Poor alignment
• To business needs
• Weak or inaccurate cascade
• Key parties not engaged
• Poor deployment
• too narrow or shallow
• haphazard
• no transition plan

Variation in business impacts of scorecard
frameworks trace to the quality of design
deployment of scorecard programmes
Source Balanced Scorecard Collaborative Survey
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The Desperate Dozen12 steps to getting it right
5.Strategy Maps
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The Desperate DozenThe Preparation Phase
Preparation
5.Strategy Maps
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The Desperate DozenThe Construction Phase
Construction
5.Strategy Maps
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The Desperate DozenThe Alignment Phase
1.Sponsorship
3.Project Infrastructure
2.Clear Requirements
4.Goals Strategies
5.Strategy Maps
6.Targets Measures
Alignment
7. Ownership Engagement
8.Cascade
9.Strategic Planning process
10.Performance Reporting
11.Reward Recognition
12.Internal Communications
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The Desperate DozenThe Deployment Phase
5.Strategy Maps
Deployment
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Building Your ScorecardKey Development Guidelines

• Get a clear view on scale scope at the outset.
  You are putting in a management system not merely
  a scoring mechanism
• Establish linkages performance drivers not
  independent measures.
• Establish a Strategic Vision Scorecards as well
  as a 1 year Operating Scorecard
• Do not strangle yourself with too many measures.
• Do not Shoot yourself in the foot with too
  few!!
• Set meaningful targets. Put milestones in their
  correct place!
• If possible, establish priority weightings and
  plan ranges.
• Communicate to key players. Explain the purpose
  how it works as well as content. Get their
  buy-in.
• Dont over-engineer the design at the start.
  Better a simple route that you can get
  operational quickly.
• Continuously review and improve Scorecards
  measures.

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