The Challenge

Our client, a large service organization had traditionally set goals, but was not consistently achieving their goals. They needed to improve consistency of earnings in order to raise capital.

The Approach

We met with the Chairman, President, and their direct reports to discuss how the Balanced Scorecard would get everyone aligned in achieving their strategy. Having obtained buy-in from executive management, we

• Reviewed the vision and mission with the chairman who felt this was her responsibility.
• Reviewed the goals set for the organization
• Reviewed and modified the strategy
• Created 20 performance measures the executive management team would focus on.
• Then created scorecards for the departments below the executive management team

The Result

The organization now had a list of performance measures including leading and lagging indicators that the senior executive team could focus on.

Creating Balanced Scorecard by Starting With One Manager and Having Senior Executive Team Build On This Draft

The Challenge

This recent IPO needed to get the newly created executive team aligned. It was felt that the executives needed the balanced scorecard in order for everyone to understand the focus of the organizations.

The Approach

Since the executives were so new and spread so thin, it was felt it would be better to review the strategies in the IPO document, and develop performance measures related to the IPO strategies. Then the executives were brought together in order to comment on this draft of the balanced scorecard.

The Result

This approach allowed a new executive team of executives to agree on what everyone should be focused on.

Creating A Balanced Scorecard by Starting with a 3 Day Balanced Scorecard Workshop

The Challenge

The executive team was spread throughout the world. The chairman had sent the president the Fortune article on Why CEO's Fail. The president realized he needed to align his executive team.

The Approach

The executives were brought to corporate for a three day Balanced Scorecard Workshop. During the workshop the strategy was reviewed and performance measures for each of the four perspectives (i.e., financial, customer, process, growth and learning) created.

The Result

In three day the executives were able to create a very good first pass at a balanced scorecard. This needed to be refined, but the executives realized the value of the balanced scorecard and the importance of having everyone aligned.

Balanced Scorecard In Government

The Challenge

This government organization had 14,000 employees spread throughout the world. The senior executives delegated the creation of the balanced scorecard to general managers. Based on their creation, they would comment.

The Approach

Managers from throughout the organization were brought to headquarters. Based on the current strategy, the managers were able to create a first pass at a balanced scorecard within three days.

The Result

The balanced scorecard should be created by the senior executives. Sometimes the senior executives feel they don't have the time to create a balanced scorecard. If senior executives don't eventually sign off on the balanced scorecard, it will fail. A number of the managers in the group asked why the senior executives were not involved in creating the scorecard. The success of the balanced scorecard depend on the support and buy-in of the executive team. Otherwise, it will fail.

Call John Antos or Steve Peacock at 972.980.7407 for peace of mind in implementing the Balanced Scorecard.