Professional Documents
Culture Documents
Extraordinary Ways! 1
Introduction
to Balanced
Scorecard
About Upohan
About Upohan
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What do we do?
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unearth unlock
your strategy your processes
unlearn unite
capabilities human capital
uplift
decision making
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Our niche area of expertise lies in Balanced Scorecard development
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15 countries and counting…Work has taken us far and near
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a year
a year
India Nigeria United Arab Emirates
KM
10,000
200
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Our consulting work has taken across multiple industries and sectors too
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We have been invited to speak at a number of business schools and
national & international conferences 11
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Agenda
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About Upohan
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What happens when execution fails….
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What happens when execution fails….
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Researchers cite a 70% failure rate among companies trying to execute
their strategies 16
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During the time of Industrial Revolution, the sole focus was on revenues
(finance) 18
Companies started making whatever product was possible for them as there was
huge demand and low supply
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Post that, the companies realised that there is someone known as
customer who actually uses their products (customer) 19
Companies began investing time and money to understand the customer needs.
Customer was the King!
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While catering to the customer needs, it was realised that there is a
need to improve the processes (internal processes) 20
Till few years back, certifications like ISO, Lean Six Sigma, TUV SUD were highly
sought after, now they are considered as hygiene
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Finally the focus turned to employees who will actually help companies
deliver everything (learning & growth) 21
The companies are focusing on employees like never before; employee first
customer second is the motto!
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The Balanced Scorecard holistically captures all these 4 perspectives into
the framework 22
Finance Customer
The 1992 article remains one of the most popular and widely read articles’ of
Harvard Business Review magazine till date
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They have chronicled their experiences in strategy management using
the Balanced Scorecard 25
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Balanced Scorecard is an Enterprise Performance Management (EPM)
tool that aids execution of strategy 26
It converts
thoughts into Strategy Map
action
Objective Measures
Owners
Projects
Provides a performance
measurement tool and
aligns individuals to the Strategic KPIs
strategy
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Agenda
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About Upohan
Outcomes Drivers
Financial
Customer
Internal Processes
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The Thought – Action Gap
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VISION
Where we want to go
MISSION
How will it impact stakeholders
VALUES
Our core guiding principles
PERSONAL TARGETS
What does it mean for me
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Use of BSC is not limited to corporates, it is an easy fit for NGOs and
Government enterprises as well 32
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Balanced Scorecard can be used effectively to manage Strategy across
verticals and SBUs 33
Corporate/
Vision Group
How
What Corporate BSC
Objective
Measure SBU/ Department/
Initial Balanced Cascade &
Scorecard Targets Function
How Linkage
Development
Initiatives Departmental BSC
What Objective
Team/
Measures
Targets Individual
How
Team / Individual KPIs
Initiatives Objective
What (Specific)
Measures (Specific)
Targets
Performance Management System
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Agenda
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About Upohan
L&G
Strategic Strategic Organization
Job Families IT Portfolio Change Agenda
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The BSC facilitates strategy execution because it maps intent (objectives)
against action (initiatives) 36
Obj. IP1
Obj. IP2
Obj. IP3
Obj. IP4
Obj. C1
Obj. C2
Obj. F1
Obj. F2
Obj. F3
Obj. F4
Obj. L1
Obj. L2
Obj. L3
i1
i2
i3
i4
i5
i6
i7
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The progress of strategy implementation can be reviewed after
assigning measures and targets against each strategic objective 37
Obj Objective
Objective Measure Target Actual Initiatives
# Owner
1
F1
2
1
FINANCIAL
F2
2
F3 1
1
F4
2
INTERNAL PROCESSES CUSTOMER
C1 1
C2 1
1
IP1
2
IP2 1
IP3 1
IP4 1
L1 1
LEARNING &
GROWTH
1
L2
2
L3 1
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BSC measures should reflect the intended outcome for the chosen
objectives 38
RELEVANCE HOLISTIC
Mix of input measures
Identify something to be (lead) and output measures
counted or measured (lag)
RELIABILITY
Record of occurrence or
non-occurrence has to be
maintained
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There are mainly five commonly used categories of measures for
assessing achievement of business objectives 39
➢ Activity Counts
➢ Ratios
➢ Percentage
➢ Monetary Values
➢ Index
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Examples of Measures
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➢ Attrition rate
➢ Lot processing time ➢ Year-on-year
➢ Cash-to-cash cycle growth
➢ Turnaround time ➢ Profitability
➢ Audit NCs ➢ Market share
➢ Learning mandays ➢ Asset utilization
➢ Inventory days ➢ Return on rate
➢ Days outstanding investment ➢ Growth in
➢ Manufacturing customers
ACTIVITY COUNTS efficiency ➢ Capacity utilization
➢ Parts per million
➢ Earnings per share PERCENTAGE
➢ Operating income ➢ Labour productivity ➢ Employee
➢ Gross profit ➢ Inventory turn Satisfaction Index
➢ Unit cost of RATIOS ➢ Customer
production Satisfaction Index
➢ Revenue ➢ On Time In Full On
➢ Manpower cost Spec
➢ Cost of borrowings ➢ Net Promoter Score
MONETARY VALUES INDEX 40
BSC measures should reflect the intended outcome for the chosen
objectives 41
Based on historical
data and/or Set through policy
external decisions
benchmarking
➢ Non-routine activity
➢ Not an operational task/responsibility
➢ Specific start date and end date
➢ Identified tasks / steps for completion
➢ Dedicated people / financial resources
➢ Key milestones
➢ Agreed measures of success
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Agenda
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About Upohan
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Have we heard this before?
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Agenda
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About Upohan
Balanced Scorecard’s
primary reported role is
implementation of
strategy
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And in India as well
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Any questions?
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Thank You 69
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