1. Planning Process Language of Planning Planning Process
Where are we now?
What’s happening out there?
Audit & Analysis, PEST & SWOT
How will we get there?
Strategy, Objectives, Targets, Action
Where do we want to be?
Vision, Mission, Values, Objectives
How will we know?
Monitor, Evaluate, Report
Planning Process

2. “How did we do” Measures
Why ‘Balanced’ Scorecard?
External
Customers
Stakeholders
Internal
Processes
Learning & Growth
“Do now” Measures
(Lead Indicators)
“How did we do” Measures
(Lag Indicators)

3. Balanced Scorecard Perspectives
Financial
Perspective
Internal Process
Learning & Growth
Strategy
Vision
Mission
Goals
PEST
SWOT
Customer

4. Balanced Scorecard Logic
Why?
What?
How?
What?
What?
How?
For the want of a nail
the shoe was lost.
For the want of a shoe
the horse was lost.
For the want of a horse
the rider was lost.
For the want of a rider
the battle was lost.
For the want of a battle
the kingdom was lost.
And all for the want
of a horseshoe nail.
What?

5. Customer Satisfaction
Move the organisation from
Market Share
Long term Profit
Productivity
Cost Reduction
Customer Satisfaction
Employee Motivation
Short term Profit
Leader
Unified Direction

6. Strategy Map Financial Perspective Customer Perspective Internal
ROA of 1.5%
Financial
Perspective
Asset Growth
of 12%
Efficiency Ratio
of 56%
Provide Superior
Brand Image
Customer
Perspective
Deliver Superior
Personalized Service
Deliver on our
Promises
Improve the Sales
Management Process
Internal
Perspective
Low Cost Structure
Transaction Ratio
Overhead Ratio
Sales per call
Sales per referral
Sales per banker
Innovation &
Growth Perspective
Train a world class
Workforce
Develop
Sales
Culture
Utilization of
Technology

7. Strategy Map Vision Mission Strategy PEST SWOT Customer/ Stakeholder
Wider Range
of Services
Improved
Customer
Service
Internal Business
Process
New
Booking
System
Multi-Task
Approach
New
Opening
Hours
Employees
Developing
New
Skills
New
Service
Ideas
Annualised
Hours
Financial
Reduce
Unproductive
Cost
Invest to Save
Increase
Charges
Stay within
Budget

8. Linking Strategy to Action
A planning aid to assist company’s in formulating
long-term competitive business strategies…
and translating strategy into…short-term tactics
and actions… thereby aligning the organisation
strategically.
Long-term Vision &
Strategy
Short-term Tactics &
Action
Score-
card

9. “If you’re not keeping the score, you’re only practising”
Objectives
Measures…Targets
Initiatives/Action
“If you’re not keeping the score,
you’re only practising”
Measure
Action
Ask How?
Measure
Action
Ask Why?

10. Measure Sheet Measure Record Sheet Measure Purpose Relates to Target
Use a title that describes the value of the measure.
Purpose
Why are you measuring this?
Relates to
It must relate to some top-level objectives.
Target
What performance target should be set? Make them SMART.
Formula
How is the performance measure to be calculated?
Who measures and when?
Who is responsible for measuring this performance, how frequently and when do they report back.
Source of data
Ensure that there is a source of data.
Who acts on the data
Who must act on the data and in particular, what type of action can be taken to improve performance of this measure .
Notes and comments
Maybe the target was pure guesswork with no baseline. You might note this and review after a period.

11. Impact on Performance Measure Capacity or capability to deliver
Initiatives/Action
Potential Initiatives/Action
Selection Criteria
Meet objectives
Impact on Performance Measure
Resources available
Time required
Capacity or capability to deliver
Filter
Prioritised Initiatives/Action

12. Scorecards at Every Level
Corporate Level
Business Unit
Department / Location
Individual Appraisal