Balanced Scorecard

Balanced Scorecard
Balanced Scorecard
What is it?
A Balanced Scorecard is a Performance Management framework that “captures”:
n strategically important objectives
n measurements that can be used to quantify progress towards these objectives
n targets for performance levels required (and timescales)
n the plans and actions that will be implemented to achieve the objectives
The Balanced Scorecard approach was developed in the early 990s by Kaplan and Norton as a way of developing
effective Strategic and Operational Plans. It is not simply a collection of current measurements, scattered around four
perspectives.
“Balance” comes from:
n the adoption of several “perspectives”; typically: Financial, Customer, Process and Organisational Learning
n linkages between the perspectives, so that there is a clear cause and effect relationship between performance
enablers and performance results
n a mixture of leading and lagging indicators
n a combination of an internal and an external focus
Understanding, and subsequent implementation, of Balanced Scorecards has developed significantly since Kaplan
and Norton published their initial work in the early 990s. The approach has been adopted in the private and public
sectors, and this includes a very diverse range of organisations.
PB.
© 2005 Ad Esse Consulting Ltd.
a posse ad esse [from possibility to actuality]
.

---

Balanced Scorecard
Why do it?
there are a number of characteristics that organisations display, that might suggest a Balanced Scorecard
would add value:
n A lack of appropriate measurement systems
n A lack of understanding of why different, balanced, measurements might be of benefit
n A need to debate what is really important to measure at the highest level of the organisation
n Numerous existing projects and activities aimed at delivering results, but a lack of clarity about how their success
will be measured
n Multiple customer groups, partners and stakeholders (often with conflicting, or differing, needs and
expectations)
n A multitude of “required measurements” and a view that all of these are strategically important
So, any time you set out review your strategic objectives is an opportunity to adopt a Scorecard approach to develop
associated measurements and linked/aligned action plans.
We typically see three levels of maturity in the understanding and application of Balanced Scorecards:
1 - dashboard: At the most immature level, organisations view the Balanced Scorecard as four areas within which to
select and track a few measurements. Typically, they take the four Kaplan and Norton perspectives and develop a set
of measurements for each one. These measurements may be taken from existing Key Performance Indicators (KPIs),
or they may have to be “invented” in order to fill the framework. This is likely to be little more than a “dashboard”
of measurements, with no real understanding of any possible relationship to organisational strategy. There is likely
to be a minimal understanding of the cause and effect relationship between components on the Balanced Scorecard,
or of the interaction between leading and lagging indicators. The focus is on choosing (apparently) “balanced
measures”.
2 – Strategy Mapping: More mature organisations adopt the Balanced Scorecard as part of their strategic planning
process and it captures the essence of their existing strategy by translating it into balanced objectives and measures,
with associated targets and action plans. The cause and effect relationships between objectives are captured in a
Strategy Map and this forms a basis for senior management to discuss linkages between objectives. The development
of a Level 2 Balanced Scorecard is likely to have more involvement of the senior management team than at Level ,
but it may well be delegated to a project team. The focus is on developing measures related to existing strategic
objectives, not on challenging whether those objectives are the right ones. It is, however, likely to help highlight
gaps and anomalies in existing strategic objectives and encourage a more holistic approach, by balancing objectives
across all four perspectives.
3 – Strategic Planning: In the most mature uses of the Balanced Scorecard, it is integral to strategic planning and
clearly seen as a senior management responsibility for its development. Strategy Maps are developed by the senior
team, driven by their vision. Strategic options are considered and debated as part of the Strategy Mapping process.
A small number of objectives are derived from the Strategy Map and from these, measures and targets are defined.
Action plans and supporting “projects” and “initiatives” are aligned to the goals. The focus is on developing the
strategy and it must therefore be led by the management team, perhaps with some facilitation support.
Level  is largely what Kaplan and Norton described, but is not what the early adopters necessarily understood or
implemented!
our APProAch:
We help clients work through five key stages in implementing a Balanced Scorecard. Probably the most useful and
typical starting point would be for the Senior Management Team to develop a collective understanding of what
© 2005 Ad Esse Consulting Ltd.
a posse ad esse [from possibility to actuality]
a posse ad esse
2.
2
.

---

Balanced Scorecard
a Balanced Scorecard is and how it might be applied to their organisation. A workshop approach, covering the
principles and examining good practice examples is a good way to identify how a useful Scorecard can actually be
developed.
We would typically expect to be able to work with either a Senior Management Team after such a workshop, or a
nominated project group, to develop a draft Scorecard within 4-6 weeks. It might take another month to get it to
the point where the Senior Management Team was happy that they had something “to work with”.
We strongly recommend that the Senior Management Team works with its Scorecard for a while before considering
encouraging their direct reports to develop and cascade lower level Scorecards too far. This provides an opportunity
to identify a good working approach that is actively led from the top.
For those organisations with well-defined business objectives and plans, the development of a Scorecard is obviously
much easier. Those whose objectives and plans are weaker, or poorly defined, will take longer. To some extent, they
might gain more benefit, more quickly, as the development process is a great way to enable senior management to
reach consensus on the small number of objectives that are truly important to the success of the organisation.
the ScorecArd develoPMent ProceSS:
Define Organisation
Objectives &
Strategies
Develop Draft
Scorecard
Refine Scorecard &
Plan for
Deployment
Deploy Scorecard &
Begin to Use
Review
Implementation &
Improve Approach
An agreed Strategy Map is the precursor to the development of a Scorecard. It captures, in pictorial format, strategic
objectives and how they fit together across the different Scorecard perspectives.
Delivering the
Learning
outcomes for
Outcomes
learners
Satisfying the
Satisfying
requirements of all
External
Government
other external
Stakeholders
requirements
stakeholders
Business
Planning Processes
Delivery Processes
Review Processes
Processes
Competent,
Effective internal
Organisational
motivated and
resources and
Capability
well-led people
facilities
the Strategy Map summarises our answers to four key Strategic Questions:
n How should we appear to our Stakeholders (typically Financial)?
n How should we appear to our Customers (may be different groups)?
n What are the processes at which we must excel (in order to meet Customer and Stakeholder needs)?
n How should we develop and sustain our capability to learn, grow and improve?
2.
2
© 2005 Ad Esse Consulting Ltd.
a posse ad esse [from possibility to actuality]
a posse ad esse
.

---

Balanced Scorecard
Kaplan and Norton give several examples of Strategy Maps in their original book and the majority of these are from
private sector businesses. Many of our public sector clients need to adapt the four perspectives to ensure their
strategic objectives can be aligned with the needs of their customers, service users and the expectations of their key
stakeholder, the government.
The example below is a (simplified) Strategy Map from a public sector body responsible for providing funding for
education and skills development. Here, the Scorecard perspectives have been tailored to reflect the Mission of the
organisation, which was related to enabling improved learning and skills across a defined population. In other words,
the ultimate “effect” in their cause and effect diagram was on delivering learning outcomes.
An extract from one perspective (Financial) of a high-level Balanced Scorecard is shown below:
FINANCE - How should we look to our Shareholders?
cSF: We will have a oBJective
MeASure
tArGet
Action PlAnS
oWner
steadily improving
financial position
Reduce operating
n Operating cost
n Cost reduction of
n Analyse margin/costs on quarterly
XYZ
costs
reduction vs.
2.5% at year end
basis
Director
that assures future
budget
stability
n Implement procurement cost
savings project
n Apply Lean techiquesin Area Z
Increase
n Contribution
n 2% increase on
n PI projects for process review and
Sales
profitability
growth
last FY
efficiency improvement
Manager
AGF
n Sales growth
n 5% increase vs.
n Implement ABC promotional plan
last FY
n Sales training programme
Reduce debtor
n Debtor days
n Under 45 days
n Implement debt tracker software
Accounts
days
Clerk DJK
n Appoint “Aged Debts Chaser”
n Appoint Factors for high risk
accounts
Reduce RM stock
n RM Stock - tum
n Under 40 days
n Implement Lean principles in Area
Ops
levels
days
X
Manager
WSB
This clearly shows the Scorecard components of Objectives, Measurements, Targets and Action Plans, plus the critically
important “ownership” role for each objective.
our ServiceS:
The amount of consultancy support required for implementation of a Balanced Scorecard usually depends on the
availability of skilled resource within the client’s organisation. Some clients appoint a dedicated project team to work
with us, which helps develop local capabilities and can be more cost-effective.
our support typically includes:
n Identification of available performance management information – e.g. from interviews with Senior Management
Team members and other staff, as appropriate.
n Development of an outline Strategy Map.
n Preparation of first draft scorecard, including perspectives.
n Testing of first draft Scorecard.
n Reviewing and re-drafting of the scorecard as necessary.
n Ensuring measures are properly defined.
n Establishing what is currently measured and designing new measurement systems where needed.
n Establishing current performance levels.
n Setting up monthly reporting system.
© 2005 Ad Esse Consulting Ltd.
a posse ad esse [from possibility to actuality]
4.
4
5.
5

---

Balanced Scorecard
n Assessing the impact on existing performance management issues.
n Follow-up and coaching for implementation, communication and further deployment.
We can also offer advice on software solutions that can help automate the capture, analysis and display of performance
management information.
our exPerience:
our consultants have experience of supporting Scorecard-based development and implementation of
business planning in a wide variety of organisations:
n Central government
n Local authorities
n Other decentralised government agencies
n Financial Services
n IT / Technology
n Manufacturing
n Media
We don’t believe there can be an “off the shelf” solution, as every client’s starting point and needs are different.
We have, for example, helped clients develop Scorecards with three, four and five perspectives because these were
more appropriate to their needs than the conventional Kaplan and Norton approach.
typical client comments:
“…a strong background in the development of performance management
and business processes and an excellent technical understanding of the balanced
scorecard”
“…effective when working with senior mangers to draw out key principles and
challenge positively ideas and concepts to support strategic development”
Further inForMAtion
To receive regular case studies and articles like this one, you can subscribe to our newsletter ‘Actuality’.
Contact us at Ad Esse Consulting Ltd.
PHONE: +44 (0) 870 458 662 EMAIL: seriousfun@ad-esse.com WEBSITE: www.ad-esse.com
4.
4
© 2005 Ad Esse Consulting Ltd.
a posse ad esse [from possibility to actuality]
5.
5

---