Make sure that whoever types your infrequent memos uses alphabetical order. Otherwise, some of your people will go through Freudian agonies as their names rise and fall on the addresses list and they appear to rise and fall in your favour.
Building and Implementing the Balanced Scorecard (the 9-step framework)
There are literally thousands of Balanced Scorecard toolkits and building methodologies, but the 9-step framework designed by Howard Rohm of the Balanced Scorecard Institute, a Strategy Management Group, (US, Washington), was found to be the most relevant, practical and implementable one.
Phase 1: Corporate Scorecard
Step One: Organisational Assessment
Step One of the scorecard building process is about a number of things: to finalise the Balanced Scorecard Plan which will detail, among others, all the teams that will be involved in the designing of the scorecard and the training they will require.
Secondly, Step One involves conducting the organisation assessment of the strategic elements: the mission and vision, SWOT and organisation values.
Thirdly, Step One is also about preparing a change management plan for the organisation, which will entail conducting a change readiness review to determine how ready the organisation is in embarking on such a journey and what needs to be put in place to make it ready, as well as defining communications strategy which will identify the target audience, key messages, media channels, timing, and messengers of the communication. The change management activities will take place throughout each step.
Step Two: Strategy
Step Two (Strategy) is about determining the strategic themes, including strategic results, strategic themes, and perspectives, which are developed to focus attention on the customer needs and their value proposition. The most important element of this step is to ensure that you have unpacked what your customers are looking for from your organisation in terms of function, relationship and image to determine whether you are providing value to your customers.
Step Three: Objectives
Step Three (Objectives) is about determining your organisation’s objectives – that is your organisation’s continuous improvement activities, which should link to your strategic themes, perspectives and strategic results.
Step Four: Strategy Maps
The objectives designed in Step Three are linked in cause-effect relationships to produce a strategy map for each strategic theme. The theme strategy maps are then merged into an overall corporate strategy map that shows how the organisation creates value for its customers and stakeholders.
Step Five: Performance Measures
In Step Five, the performance measures are developed for strategic objectives. Performance measures should be defined clearly, differentiating the outcome and output measures, as well as the leading measures (future expected performance) and lagging measures (past performance history). In this step, you will also design your performance targets. This might be perceived as the most difficult and confusing step, so it is important that a bit of time is apportioned so that the performance measures will be meaningful.
Step Six: Strategic Initiatives
In Step Six, the strategic initiatives are developed that support the strategic objectives. This is where the projects that have to be undertaken to ensure the success of the organisation (the extent to which the organisation fulfills its mandate or vision) are drafted and assigned. To build accountability throughout the organization, performance measures and strategic initiatives are assigned to owners and documented in data definition tables.
Step Seven: Software and Automation
Step Seven (Software and Automation) involves automating the Balanced Scorecard system, and consists of analysing software options and user requirements to make the most cost-effective software choice for today and to meet enterprise performance information requirements in the future. Automation is purposely put as Step 7 on the 9-step framework, to make sure that the proper emphasis is placed on strategic thinking and strategy development before “software seduction” sets in. Purchasing software too early limits creative strategic thinking, and purchasing software late makes it difficult to sustain momentum of the new system, as performance information reporting utilisation is clearly an early benefit to be captured from the process of building the scorecard system.
Phase 2: Business Unit or Departmental and Individual Scorecards
Step Eight: Cascading
Following the development of the corporate scorecard, Step Eight (Cascading) involves cascading the corporate scorecard throughout the organisation to business and support units. Then team and individual scorecards are developed to link day-to-day work with departmental goals and corporate vision. Cascading is the key to organisation alignment around strategy. Optionally, objectives for customer-facing processes can be integrated into the alignment process to produce linked outcomes and responsibilities throughout the organisation. Performance measures are developed for all objectives at all organisation levels.
As the scorecard management system is cascaded down through the organisation, objectives become more operational and tactical, as do the performance measures. Accountability follows the objectives and measures, as ownership is defined at each level. An emphasis on results and the strategies needed to produce results is communicated throughout the organisation.
Step 9: Evaluation
Step 9 (Evaluation) involves evaluating the success of chosen business strategies. The key question asked is: Were the expected results achieved?
The evaluation step includes the following:
Ensuring that organisational learning and knowledge building are incorporated into planning
Making adjustments to existing service programmes
Adding new programmes if they are more cost effective
Eliminating programmes that are not delivering cost-effective services or meeting customer needs
Linking planning to budgeting
Sustaining the Balanced Scorecard
There is a misconception that once a Balanced Scorecard System has been built and implemented, there will be automatic transformation and buy-in. For the Balanced Scorecard to be successful and for change to occur, the scorecard must be embedded in the management systems. The scorecard must be understood to be a strategic management system as opposed to only a measurement tool. However, to ensure that the implementation of the Balanced Scorecard System will minimise resistance, certain things need to be in place…
Firstly, the Balanced Scorecard is a transformation journey and change initiative, not a once off project. Treat as such. Ensure that you have designed a Change Management plan which should run parallel to the Balanced Scorecard. The Change Management plan should address, among others, employee resistance and employee critical questions, i.e. “WIFM” – “What’s in it for me?”
Maintain a committed and engaged leadership. After all, change should be driven from the top
Develop an organisational culture based on results by establishing a strategy management office
Focus the organisation on strategy by holding review meetings organised around strategy
Enhance individual accountability for results through objective ownership
Align the organisation, systems and employee performance around strategy through a rewards and recognition programme
Create a performance, results oriented culture
Link budget formation, cost accounting and performance results
Emphasise continual improvement – in process, in employee learning and skills development, and in understanding customer needs and satisfaction, and in ensuring employee satisfaction
Link key organisation initiatives to the balanced scorecard development process
(Balddrigde, ISO Lean, Six, Sigma, Business Process Re-engineering)
Howard Rohm; Larry Halbach: A Balancing Act: Sustaining New Directions: Perform, Volume 3, Issue 2
Need assistance with developing your organisation’s Balanced Scorecard? P4PE Consulting provides training and consulting services using the Balanced Scorecard methodology, a framework used by organizations worldwide to build strategic planning and management systems that drive organizational performance, improve communications and create strategic alignment.
Joel Omeike! is a DBA graduate and qualified Global Human Resources Management and Development Specialist. His areas of expertise include Entrepreneurship, Business Strategy Development, HR, HRM and HRD Strategies and interventions design such as Change Management, design and implementation of Performance Management, as well as Skills Development. His sought-after experience as a trainer and facilitator has seen him practice his skills at various levels of management; at both national and international forums. He is a BIG Data Analyst. Joel is also a renowned teambuilding expert and motivational speaker. Joel is a Certified Business Value Builder. He can be contacted at: P4PE Institute, Tel: +234 803 5798352 www.p4pe.co view his profile: www.linkedin.com/in/joelomeike
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Every group knows more—much more—than it thinks it does
SuperSWOT is a brainstorming tool you can use with your team to focus your strategy. It goes beyond the traditional SWOT by taking your strengths and weaknesses and combining them with opportunities and threats in your market. It comes in very handy after you’ve done enough market research but haven’t figured out exactly what you want to do yet. It can also help validate or invalidate someone’s pet idea.
Download the SuperSWOT Facilitation Template below:
INNOVATIVE STRATEGY DESIGN: A SuperS.W.O.T.™ is a powerful innovation session that unlocks intuitions about strategy by employing graphic exercises, quick provocative sketches, and questions designed to seek marketplace hunches.
How Does It Work?
We begin by asking participants to define their Competitive Landscape on a large Quad Map—where is your brand positioned, and where are your competitors? Now we ask: “Where do you expect to be in three years?” This is the 3-Year Strategic Path and it visually defines your strategic goal. Following this exercise, the group visually analyzes 6 to 8 Key Players (see “Sam” below.) Then we delve into your S.W.O.T. analysis and dig deep for Strengths, Weaknesses, Opportunities & Threats. As the session nears a conclusion, participants vote for the “Top-2” S.W.O.T. factors in each S.W.O.T. category. (The voting is almost always top-heavy and leads directly to strategic insights.) Finally, we begin work on your strategic Battle Cry. This is a short, motivating statement that will tell your people how to act—and your customers & prospects what to expect.
There are “4 musts” for a BATTLE CRY:
1) It must be focused on what customers want
2) It must ring true in the marketplace
3) It must be ten words or less
4) It must be memorable and “sticky”
What Makes SuperS.W.O.T.™ Different?
Your group’s innovative thinking is not simply described with words—it is brought to life by being visualized. For example, as a customer is discussed, John Emmerling quickly sketches a cartoon and asks for a name. “Sam,” someone might suggest, and the magic begins to happen: “Tell us what you know about Sam?” “Is he devoted to your brand?” “Or would he easily switch to a competitor’s brand?” “What ideas could increase your brand’s appeal to Sam?” One by one, important customers and other Key Players are sketched and profiled—a rich mother lode of insights is uncovered.
As “Sam” quickly takes shape, he gives us insights and ideas.
Who Is Involved? How Long? Where?
Conducted in your conference room, or at an offsite location, these sessions are typically attended by 12 to 20 key managers, although we’ve facilitated groups with as many as 30 participants. Participants usually include management, marketing, advertising, sales, research, public relations and communications. Invariably, this free exchange of insights and ideas is an enjoyable, stimulating experience for everyone. A session can require as little as four hours—on up to a full day.
The Session Report
At your option, within two weeks of the session a comprehensive report can be presented. Your group’s insights, intuitions, and innovations will be depicted and summarized—and the strategic directions suggested by your group will be highlighted. The report will include all Battle Cry candidates generated in the session and, if desired, we can include several additional Battle Cry candidates for your consideration. This report will be a tool you will use—again and again—to help keep your team on strategy with all eyes fixed upon the goals.
How Your Company Benefits From SuperS.W.O.T.™
We have facilitated a large number of these sessions across a wide range of industries. In every case, this process reaps your group’s combined knowledge and experience to reveal marketplace insights, create better customer understanding, and bring innovative focus to the company’s strategic planning. You can also gain the powerful advantage of a market-honed Battle Cry.
Contact us if you would want help running a facilitated Business or Talent Management Session.