INTRODUCTION
Over the past several decades, organizations have realised that success cannot only be measured in dollars and cents. Intangible assets (like a company s reputation, the knowledge base created by its employees, and training initiatives) can make up a considerable portion of its wealth. It only makes sense, then, that we need a new tool to help us measure this expanded definition of success.
Enter the balanced scorecard! This tool and its related components will help your organization identify, document, plan, and execute a balanced strategic mission. It will also help your organization evaluate and revise its strategic execution. The entire range of balanced scorecard topics organization development, strategic planning and management, objective and strategy mapping, performance measures and target setting, initiative prioritization, automation, and cascading are all covered in this one-week course
OBJECTIVES
How to design and implement a scorecard within existing frameworks
How to think strategically without getting bogged down in tactical details
How to revise poorly-designed scorecard elements
Balanced scorecard best practices.
Advanced concepts in performance measurement
How to cascade the enterprise scorecard throughout the organization
How to drive a performance-informed budget and build employee accountability
How to overcome obstacles and real-world challenges
The evaluation of planning documents and processes
WHO SHOULD ATTEND ?
This course is designed for
Executives, managers, planners Analysts who are seeking the best practical ideas for improving organizational performance.
COURSE OUTLINE
Day 1
Introduction
Introductions, expectations, and participant knowledge
Workshop objectives
Agenda, schedule, and logistics
Definitions and references
Introduction to the examples, case study
Group exercises
performance measurement
Day 2
Building a Scorecard System
Introduction to performance management and measurements
Balanced scorecard concept, origin and history
Reasons for undertaking a balanced scorecard project
Similarities and differences among BSC and other performance systems
Advantages of using BSC performance systems
Contrast private sector, public agency and nonprofit use of scorecards
Key questions the BSC seeks to answer
The nine-step methodology for building and implementing a balanced scorecard project i.e. Assessment, Strategy, Strategic Objectives, Strategy
Mapping, Performance Measures and Targets, and Strategic Initiatives
Guidelines for assembling the Scorecard Components Scorecard roll-out and example
Day 3
Implementing a Balanced Scorecard
Aligning strategy and work throughout the organization
Implementing the scorecard system
Automation, cascading and evolution
Collecting, verify and validating performance data
Transforming data into information
Software options for managing performance information
Cascading the scorecard throughout the organization
Employee motivation
Linking strategy to resource decisions
Linking performance to rewards
Using performance information to improve organization performance
The scorecard as a learning framework
Day 4
Communication and Change Management
Engaging employee hearts and minds
The internal change journeys
Leading sustainable change
Guidelines for communicating scorecard plans and results
Day 5
Facilitating the Scorecard Process
Challenges
Basic elements of facilitation
Decision-making methods
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