In
today's world of increased competition, globalisation and rapid change
strategy has never been more important. Yet research shows (see side bar)
that most organisations still fail to execute strategy. Many
organisations use management processes and tools that were designed to run
yesterday's organisations. The Balanced Business Scorecard is established
best practice in an increasing number of commercial, public and
not-for-profit organisations. It brings a new approach that makes strategy a
continuous process owned not just by top management but by everyone.
The example Balanced Scorecard below is for one strategic theme for a “budget airline”. A relatively quick examination will enable you to gain understanding of their business strategy; how they will track and manage performance, and the strategic programmes that they will put into place to ensure delivery.
Many organisations purport to be using a
Balanced Scorecard in reality they only have a set of measures and targets and the
cornerstone of a Balanced Scorecard is missing - the strategy map or cause and effect model.
We believe that the value of the strategy map is evident from the example Balanced Scorecard. See downloads for Balanced Scorecard briefing papers.
|
 |
|
| Training Objectives |
This two
day training course describes, in detail, how to develop and apply the
Balanced Business Scorecard to improving performance in your
organisation. Upon completion of the course students will be able to:
|
Describe the structure and content of a Balanced Scorecard.
|
|
|
Build a Balanced Scorecard for their organisation.
|
|
|
Use a Balanced Scorecard in a management-for-results
environment.
|
|
|
Know how to use the Balanced Scorecard to align operational
activity with strategy.
|
|
|
Use best practice approaches to overcome obstacles.
|
|
| Course Content |
|
|
Three
different versions of the training course have been developed to
differing requirements of Commercial, Public and Not-for-Profit
organisations. Each course covers:
|
Why use a Balanced Scorecard
|
|
Cause and effect
|
|
4 Perspectives of a Balanced Scorecard
|
|
Strategic themes
|
|
Translating strategy into operational objectives
|
|
Measurement and target setting
|
|
Aligning support functions with the strategy
|
|
Divisional, functional and personal scorecards
|
|
Balanced Scorecard development process
|
|
Managing for results with a Balanced Scorecard
|
|
Balanced Scorecard and the Management of Change
|
|
Balanced Scorecard
Methodology |
| Coaching |
|
|
How often have you left a
training course full of enthusiasm to apply your
newfound knowledge and then reality imposes self and your good
intentions flounder? To help individuals and teams avoid this a minimum
of four days of structured coaching are recommended. The coaching is
focused on helping the organisation to develop and implement their own
Balanced Scorecard. For more details click "coaching" We can also assist you in developing and running internal workshops to
develop, agree and implement the components of your Balanced Scorecard,
please contact us to discuss your requirements. |
 |
| Who
should attend? |
|
The course is for
executives, managers, project managers and team members who want to know
more about the Balanced Business Scorecard and how to implement it in
their organisation. The maximum number of attendees is 15. |
|