Lecture 3
Balanced Scorecard and Strategy Maps
1
2 Contents
1. Introduction to Strategic planning & Management
2. Introduction to Balance Scorecard (BSC)
3. The four perspectives
4. Basic Concepts of Strategy Maps
5. Characteristics of Balance Scorecard
6. Steps to Develop Balanced Scorecards and Strategy Maps
7. Four Perspective Goals & Risk
3 Strategy Performance Management Tool
4 Introduction to BSC
Strategic business planning has been the emphasis of good
management since the 1960’s
However a problem with most strategic planning methods has been in
translating the plans into action.
So the framework: The Balanced Scorecard: Translating Strategy into
Action, had a large impact on the discipline of strategic planning.
Later, will see the advantages offered by balanced scorecard and by
strategy maps.
5 Basic Concepts of Balanced Scorecard
The five principles of successful strategy-focused organizations are:
1. Translate the Strategy to Operational Terms
2. Align the Organization to the Strategy
3. Make Strategy Everyone’s Everyday Job
4. Make Strategy a Continual Process
5. Organize Change Through Executive Leadership
6 Balanced scorecard (BSC)
The balanced scorecard (BSC) is a strategy performance
management tool - a structured report.
Used by managers to keep track of the execution of activities
by the staff within their control
and to monitor the consequences arising from these actions.
It is perhaps the best known of several such frameworks
7 Introduction to BSC
The balanced scorecard was first introduced
“to overcome the limitations of managing only with financial
measures.”
We will now look at the structure and content of strategy
maps and see how they make strategies for value creation
more clear from four different perspectives.
8 The four perspectives
Figure 1
9 The four perspectives
Figure 2
10
The four perspectives
All balanced scorecards break your organization down into several
Perspectives,
Usually they are the same four:
Learning and Growth
Internal Business Processes
Customer
Financial
The idea is that each perspective builds on the previous one. If you
train your employees (Learning and Growth) they’ll make your
company run more smoothly (Internal Business Processes). A better
running business takes better care of its customers (Customer), and
happy customers buy more stuff (Financial).
11 The four perspectives
Four "perspectives" were proposed:
Learning and growth: encourages the identification of measures that
answer the question "How can we continue to improve and create value?
Internal business processes: encourages the identification of measures
that answer the question "What must we outclass at?"
Customer: encourages the identification of measures that answer the
question "How do customers see us?"
Financial: encourages the identification of a few relevant high-level
financial measures, that helped inform the answer to the question "How
do we look to shareholders?"
12 Basic Concepts of Strategy Maps
The balanced scorecard provides a framework for describing
strategies that create value.
This framework will be discussed in Figure 3 and is shown on the left
of Figure, for private sector organizations, which measure success in
terms of financial value as a return to shareholders.
The figure shows similar components for public-sector and nonprofit
organizations on the right.
13 Strategy maps show the dependent components of a strategic
plan:
Figure 3
14 Strategy Maps for Private sector
Financial performance provides the definition of a private-sector
organization’s success in the value that is returned to the shareholders,
expressed on the left of Figure 3,
By answering the question: If we succeed, how will we look to our
shareholders?
The strategy for these organizations is to create sustainable growth in
shareholder value.
15 Strategy Maps for Private sector
Value is achieved from targeted customers by measuring lagging
indicators of customer success, such as satisfaction, retention, and
growth.
This answers the question: To achieve our vision, how must we look to our
customers?
Internal processes create and deliver value to customers by answering the
question: To satisfy our customers, which processes must we excel at?
The performance of these processes is a leading indicator of subsequent
improvements in customer and financial outcomes.
16 Strategy Maps for Private sector
Learning and growth objectives describe how people, technology, and the
organization all combine to support the strategy.
They answer the question: To achieve our vision, how must our
organization learn and improve?
17 Strategy Maps for Public sector
Read it yourself from provided course book Chapter 2
18 Characteristics of Balanced scorecard
As a model of performance, it clears the links between:
Leading inputs (human and physical),
Processes,
Lagging outcomes
And focuses on the importance of managing these
components to achieve the organization's strategic
priorities.
19 Characteristics of Balanced scorecard (2)
1. BSC is the arrangement of a mixture of financial and non-financial
measures each compared to a 'target' value.
2. You can track them on paper, in spreadsheets, or via specialized
software.
3. A balanced scorecard made for government may look very different from
one made for manufacturing. In spite of these variations, however, there
are certain ways in which they’re all alike.
4. The balanced scorecard also gives light to the company's vision and
mission. These two elements must always be referred to when preparing
a balance scorecard.
20 BSC Strategic Objectives
In building a BSC is to come up with several Strategic Objectives
for each perspective. It’s important to choose these carefully because
they’re the real foundation of your scorecard.
21 Steps to Develop Balanced Scorecards and Strategy Maps
1. Assess the competitive environment.
2. Learn about customer preferences and segments.
3. Select the targeted customer segments.
4. Determine the value proposition for the targeted customers.
5. Define a strategy to generate breakthrough financial performance.
6. Articulate the balance between growth and productivity.
7. Identify the critical internal business processes to deliver the value
proposition to customers and for the financial and productivity objectives.
8. Develop the skills, competencies, motivation, databases, and technology
required to excel at internal processes and customer value delivery.
22 Strategy Map
Strategy map: framework to link intangible assets to shareholder value
creation.
Intangible assets make up Learning & Growth perspective
Map to Internal Process perspective
Operations Management
Produce & deliver products & services
Customer Management
Enhance customer value
Innovation
Create new products & services
Regulatory & Social
Improve communities & the environment
Strategy Map (2)
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Customer perspective
Price, quality, availability, selection, functionality, service, partnership,
brand
Financial perspective
Productivity strategy
Improve cost structure
Increase asset utilization
Revenue growth strategy
Enhance customer value
Expand revenue opportunities
24 Example of BSC
25 Example of Strategy Maps
BSC Strategy Map
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27 Learning & Growth for Employees
GOALS
Increase employee process possession
Improve information flows
Increase employee identification of potential disorder
Increase accountability
28 Internal Business Processes
GOALS
Shorten time from start to finish
Achieve unit cost reductions
Reduce probability & impact of threats
Identify specific tolerances for key processes
29 Customer Satisfaction
GOALS
Improve product/service quality
Improve timelines of product/service delivery
Improve customer awareness of value
Reduce customer defections
Monitor threats to product/service reputation
Increase customer feedback
30 Financial Performance
GOALS
Higher profit margins
Revenue growth
Reduce cost overruns
