2. Objective Explain What is the Balanced Scorecard
Describe the Three Generations of Balanced Scorecards
Explain the Importance of Balanced Scorecard
Describe the Various Perspectives of Balanced Scorecard
Describe the Various Parameters of Balanced Scorecard
Explain What is Performance Management
Explain the Steps in Building a Balanced Scorecard
Describe the Balanced Scorecard System Elements
Explain the Steps for Implementation of BSC
Explain What is the BSC Designer
List the Tips for Implementing Balanced Card
List the Pitfalls of Balanced Scorecard

3. Introduction
David Pelham is a major stakeholder in Globus Inc., an MNC.

4. Introduction
He is greatly interested in the performance of Globus Inc.

5. Introduction
So, what gives an overall picture about the performance of a company?

6. Introduction
The answer is a ‘Balanced Scorecard’.

7. What is the Balanced Scorecard
The Balanced Scorecard is a management tool that provides stakeholders with a comprehensive measure of how the organization is progressing towards the achievement of its strategic goals.
The Balanced Scorecard:
Balances financial and non-financial measures
Balances short and long-term measures
Balances performance drivers (leading indicators) with outcome measures (lagging indicators)
Should contain just enough data to give a complete picture of organizational performance and no more!
Leads to strategic focus and organizational alignment

8. What is the Balanced Scorecard?
The Balanced Scorecard framework is shown in the given diagram.
Vision and Mission
Financial Perspective
Internal Process Perspective
Learning & Growth Perspective
Customer Perspective
The balanced scorecard translates the organization's strategy into four perspectives, with a balance between the following:
between internal and external measures
between objective measures and subjective measures
between performance results and the drivers of future results

9. History of Balanced Scorecard
But modern Balanced Scorecard designs also have a number of features that clearly differentiate them from earlier examples. • • •
In essence the Balanced Scorecard has remained unchanged since these early papers, having at its core a limited number of measures clustered into groups and an underlying strategic focus.
The changes in the balanced scorecard have been an evolution through three distinct generations’ of Balanced Scorecard design.

10. Learning & Growth Perspective
Balanced Scorecard Goes Beyond the Financial Perspective
Let us look at each perspective in detail.
Learning & Growth Perspective
Customer Perspective - includes measures such as customer satisfaction, customer retention, and market share in target segments.
Business Process Perspective
Customer Perspective
Financial Perspective

11. Parameters
Measures
the observable parameters that will be used to measure progress toward reaching the objective. For example, the objective of profitable growth might be measured by growth in net margin.
Measures –

12. Parameters: Objectives, Measures, Targets, and Initiatives
These can be organized for each perspective in a table as shown below.
Objectives
Measures
Targets
Initiatives
Financial
Customer
Process
Learning

13. Performance Criteria
Performance Criteria helps to translate job requirements into levels of acceptable or unacceptable employee behaviour.
Hence, ‘performance criteria’ is an important determinant of performance.
It is essential to define ‘Performance Criteria’ for conducting a performance appraisal.

14. Principles of a Strategy Focused Organization
Translate Strategy
Organization Alignment
Corporate Role
Corporate-strategic Business Unit (SBU)
Strategic Business Unit (SBU) - Shared Services
External Partners
Everyone’s JOB
Organization Alignment
Organization Alignment
Strategy Focused Organization
Continual Process
Executive Leadership

15. Characteristics of Balanced Scorecard
The core characteristic of the Balanced Scorecard and its derivatives are the presentation of a mixture of financial and operational measures each compared to a 'target' value within a single concise report.
The report is not meant to be a replacement for traditional financial or operational reports but a succinct summary that captures the information most relevant to those reading it.
There are various versions of the tool in circulation which differ due to the methods by which this 'most relevant' information is determined, that is, the design processes used to select the content.

16. Design of Balanced Scorecard
There are four steps required to design a Balanced Scorecard which are included in Kaplan & Norton's writing on the subject in the late 1990s, where they assert four steps as being part of the Balanced Scorecard design process:
Step #1
Translating the vision into operational goals
Step #3
Business planning; index setting
Step #2
Communicating the vision and link it to individual performance
Step #4
Feedback and learning, and adjusting the strategy accordingly

17. 1 2 3 Steps in Building a Balanced Scorecard Process 1:
Strategy formulation. Prepare vision and mission statements 2
Process 2:
Identify the Objectives of the organization 3
Process 3:
Deciding for the measurements and Targets. Creating performance indicators.

18. Balanced Scorecard System Elements
Engaged Leadership, Interactive Communications and Change Management
Organization Mission, Vision, and Values
Balanced Scorecard System Elements
Developing a scorecard system is transformational for an organization, as it is about changing hearts and minds. Leaders who are engaged in the discovery process, communication via two-way dialogue, and planning and managing change are important first steps in the process.
Performance Information Reporting
Critical to an aligned organization are a well defined mission, a shared vision, and organization values that are built on strong personal values. Most organizations have these components, but often there is no connecting tissue among the components that allow employees to “get it” easily. A compelling and clear “picture of the future” (the shared vision) is where the scorecard development process starts. The employee buy-in follows as hearts and minds are engaged in creating and executing the organization’s strategies.
Automated data collection and reporting processes are used to visualize performance information and better inform decision making throughout the organization.

19. Steps for Implementation of Balanced Scorecard
Gain consensus
Step 6: Expand consensus
Step 8: Selection of metrics
Step 10: Periodic reviews
Step 2: Collaboration
Step 1: Initiation
Step 3: Gain Inputs
Step 5: Individual reactions
Step 7: Finishing touches
Step 9: Roll-out
Step 11: Evolution
Step 2: Collaboration:
The next step requires teamwork and collaboration where the different perspectives of different people and their expertise are required. The implementation of a balanced scorecard is not a one-person job and won’t produce buy-in.

20. Adaptation of the Balanced Scorecard Framework to Non-Profit and Government Organizations

21. Typical Balanced Scorecard Project Schedule