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Balanced Scorecard!
Profits &
RONA
Grow
Revenues
Customer!
Fewer
Planes
On-time
Service
Internal!
Learning!
Lowest
Prices
Fast Ground
Turnaround
Objective
Initiative
Budget
Profitability"
Market Value"
30% CAGR"
Grow revenues"
Seat Revenue"
20% CAGR"
Fewer planes"
5% CAGR"
Flight is on-time"
Lowest prices"
Customer Loyalty
Program"
"
$XXX
"
#1
"
#1"
70%"
Increase
12% annual"
Fast ground
turnaround"
On Ground Time"
30 Minutes"
On-Time Departure"
90%"
On Ground Cycle
Time Optimization"
Quality
Management
$XXX
"
$XXX
"
% Ground Crew
Stockholders
100% "
ESOP
"
$XXX
"
Strategic Awareness
100%"
$XXX"
Strategic Job
Readiness
Yr 1 - 0%
Yr 3 - 90%
Yr 5 - 100%
"
100%
"
Ground Crew
Training
"
Crew Scheduling
System Rollout
"
CRM System"
Develop the
necessary skills
"
Develop the support
system
Strategic Job
Ramp Agent
Target
Ground Crew
Alignment
Strategic Systems
Crew Scheduling
Measurement
Action Plan!
"
"
Info System
Availability"
Communicate
Measure
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Total Budget!
$XXX"
$XXX"
$XXXX!
Execute
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I-2
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I-3
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I-4
Develop the
Strategy
Stage 2
Translate the
Strategy
Stage 6
Test and
Adapt
Stage 5
Stage 3
Align the
Organization
Monitor and
Learn
Stage 4
Allocate resources
through operating plans
and budgets that are
explicitly linked to
strategy
Link to
Operations
Execute
Initiatives
Processes
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Conduct ongoing
operations and
discretionary projects
info@balancedscorecard.co.uk
I-5
DEVELOPING
Step 2
Align
Organizational
units to achieve
corporate
synergies
Step 4
DEVELOP
Step 1
STRATEGY
STRATEGY
MAPS
Evaluate the strategy
Step 10
DEVELOPING
Step 3
Develop a customer
focused strategy
BALANCED
Strategy Map
Balanced Scorecard
StratEx
SCORECARD
ALIGN
SCORECARD
TO
DEPARTMENTS
Align
employees to
the strategy
Step 5
Step 9
results
Strategy Map
Balanced Scorecard
StratEx
CASCADE
SCORECARD
TO
INDIVIDUALS
& UPDATE
Step 8
STRATEGY
EVALUATE
results
Review strategy
implementation
REVIEW
& MONITOR
Step 7
EXCECUTION
LINK
STRATEGY
TO
OPERATIONS
Step 6
Respond to shifts in
the environment and
the affects of the
strategic choices
www.balancedscorecard.co.uk
info@balancedscorecard.co.uk
I-6
Module I - Introduction
Module Map
Module I.0:
Module I.1:
Module I.2:
Welcome About
Balanced Scorecard
Institute EMEA
Balanced Scorecard
Institute EMEA Value
Proposition
Balanced Scorecard
Institute EMEA Strategy
Management Approach
and
Balanced Scorecard
Institute EMEA Execution
Success Process TM XSP
www.balancedscorecard.co.uk
info@balancedscorecard.co.uk
I-7
Module I - Introduction
I.0 Welcome About Balanced Scorecard Institute EMEA
Module I.0:
Module I.1:
Module I.2:
Welcome About
Balanced Scorecard
Institute EMEA
Balanced Scorecard
Institute EMEA Value
Proposition
Balanced Scorecard
Institute EMEA Strategy
Management Approach
and
Balanced Scorecard
Institute EMEA Execution
Success Process TM XSP
\
www.balancedscorecard.co.uk
info@balancedscorecard.co.uk
I-8
Welcome!
We welcome
1. Name, Organisation, Position
2. Expectations
Benefits for you include
Participating in the course:
Learning is fun!
Networking
Preparation for the
Certification Exam
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I-9
Dr. Kaplan
Mission:
BSCi EMEA mission is to help our clients address
their most challenging and complex strategy
execution issues.
Vision:
We will be the most respected and recognized
regional firm in the Strategy Execution market,
known for our best-in-class strategy execution
expertise.
Dr. Norton
Services Include:
Consulting
Conferences
Education
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Technology
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I - 10
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I - 11
9 of 10 companies
fail to execute strategy
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info@balancedscorecard.co.uk
I - 12
Module I - Introduction
I.1 Balanced Scorecard Institute EMEA Value Proposition
Module I.0:
Module I.1:
Module I.2:
Welcome About
Balanced Scorecard
Institute EMEA
Balanced Scorecard
Institute EMEA Value
Proposition
Balanced Scorecard
Institute EMEA Strategy
Management Approach
and
Balanced Scorecard
Institute EMEA Execution
Success Process TM XSP
\
www.balancedscorecard.co.uk
info@balancedscorecard.co.uk
I - 13
Strategy Management
Build the capability to translate strategy, align the organization, measure and report
performance and efficiently deploy resources to achieve breakthrough results.
Innovation
Identify and deploy new business models and develop new, highly differentiated ways to
engage stakeholders and customers through innovation of key interactions and experiences.
Identify, understand, and manage the critical drivers of operational performance and build the
appropriate governance, reporting and information management disciplines to drive better,
faster and more accurate decision making.
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I - 14
Execution
Right
Wrong
Better than
anyone
would have
expected
Stunning
victory
Unmitigated
disaster
Profound
disappointment
Wrong
Right
Strategy
Thing
Balanced
Scorecard
Institute EMEA s
purpose is to
help our clients
achieve
stunning
victories
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I - 15
51%
50%
40%
27%
The
Execution
Success
30%
20%
24%
10%
Time of
Investment
Control
Firms
BSC
Firms
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I - 16
225%
51%
24%
No BSC (1)
Sources:
(1) Crabtree DeBusk (2008)
(2) Balanced Scorecard Ins5tute EMEA Research
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info@balancedscorecard.co.uk
I - 17
Stakeholders
Board
CEO
SBU
Corporate
Group
Division
SBU
SBU
SBU
SBU
Employees
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I - 18
Align
Organizational
units to achieve
corporate
synergies
Step 4
DEVELOP
Step 1
STRATEGY
STRATEGY
MAPS
Evaluate the strategy
Step 10
DEVELOPING
Step 3
Develop a customer
focused strategy
BALANCED
Strategy Map
Balanced Scorecard
StratEx
SCORECARD
ALIGN
SCORECARD
TO
DEPARTMENTS
Align
employees to
the strategy
Step 5
Step 9
results
Strategy Map
Balanced Scorecard
StratEx
CASCADE
SCORECARD
TO
INDIVIDUALS
& UPDATE
Step 8
STRATEGY
EVALUATE
results
Review strategy
implementation
REVIEW
& MONITOR
Step 7
EXCECUTION
LINK
STRATEGY
TO
OPERATIONS
Step 6
Respond to shifts in
the environment and
the affects of the
strategic choices
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info@balancedscorecard.co.uk
I - 19
1.
2.
3.
4.
5.
An Economic
Model of Value
Creation
Four measurement
perspectives balance lag
and lead indicators
Measures and targets
define performance gaps
Strategic initiatives close
performance gaps
Strategy is
A hypothesis of value creation
Multiple complimentary themes
A customer value proposition
Alignment of business
processes
Readiness of intangible assets
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info@balancedscorecard.co.uk
I - 20
Module I - Introduction
I.2 Balanced Scorecard Institute EMEA Strategy Management Approach
and Balanced Scorecard Institute EMEA 10 steps Execution Success
Process TM - XSP
Module I.0:
Module I.1:
Module I.2:
Welcome About
Balanced Scorecard
Institute EMEA
Balanced Scorecard
Institute EMEA Value
Proposition
Balanced Scorecard
Institute EMEA Strategy
Management Approach
and
Balanced Scorecard
Institute EMEA Execution
Success Process TM - XSP
www.balancedscorecard.co.uk
info@balancedscorecard.co.uk
I - 21
Align
Organizational
units to achieve
corporate
synergies
Step 4
DEVELOP
Step 1
STRATEGY
STRATEGY
MAPS
Evaluate the strategy
Step 10
DEVELOPING
Step 3
Develop a customer
focused strategy
BALANCED
Strategy Map
Balanced Scorecard
StratEx
SCORECARD
ALIGN
SCORECARD
TO
DEPARTMENTS
Align
employees to
the strategy
Step 5
Step 9
results
Strategy Map
Balanced Scorecard
StratEx
CASCADE
SCORECARD
TO
INDIVIDUALS
& UPDATE
Step 8
STRATEGY
EVALUATE
results
Review strategy
implementation
REVIEW
& MONITOR
Step 7
EXCECUTION
LINK
STRATEGY
TO
OPERATIONS
Step 6
Respond to shifts in
the environment and
the affects of the
strategic choices
www.balancedscorecard.co.uk
info@balancedscorecard.co.uk
I - 22
q
Dominant Market
Penetration
q Intellectual Roots
Framework
The Balanced Scorecard
None (Customized)
Total Quality Management
q It Works
q Executive
Testimonials
62%
15%
Baldrige (7)
Six Sigma (5)
EFQM (1)
13%
3%
Other
7%
10
20
30
40
50
60
70
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I - 23
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I - 24
1.
Benchmarking
2.
Strategic Planning
3.
4.
CRM
5.
Outsourcing
6.
Balanced Scorecard
7.
Core Competencies
8.
9.
Strategic Alliances
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I - 25
q Dominant Market
Penetration
q
Intellectual Roots
q It Works
q Executive
Testimonials
q One million books sold
q 22 languages
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I - 26
q Dominant Market
Penetration
Control Firms
(mean)
Difference
50.72%
23.60%
27.12%
q Book to Market
39.14%
8.97%
30.17%
q Net Assets
41.05%
13.47%
27.58%
43.6%
15.4%
28.2
Matching
Criteria
q Intellectual Roots
q
It Works
q Executive
Testimonials
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I - 27
Nemours, US
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I - 28
q Dominant Market
Penetration
q Intellectual Roots
q It Works
Executive
q
Testimonials
www.balancedscorecard.co.uk
info@balancedscorecard.co.uk
I - 29
Types of Misalignment
Competing Goals
Lack of Direction
The organization lacks a vision of
what it wants to be; everyone
does what they believe is best
Disconnected Leadership
Leadership has a vision and strategy but
has not communicated it to the rest of the
organization
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I - 30
Two words
Focus
Alignment
Balanced Scorecard Institute -EMEA
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I - 31
ALIGNMENT ARROWS
IDEAL!
Results
CURRENT
Lack of
Results
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I - 32
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I - 33
Align
Organizational
units to achieve
corporate
synergies
Step 4
DEVELOP
Step 1
STRATEGY
STRATEGY
MAPS
Evaluate the strategy
Step 10
DEVELOPING
Step 3
Develop a customer
focused strategy
BALANCED
Strategy Map
Balanced Scorecard
StratEx
SCORECARD
ALIGN
SCORECARD
TO
DEPARTMENTS
Align
employees to
the strategy
Step 5
Step 9
results
Strategy Map
Balanced Scorecard
StratEx
CASCADE
SCORECARD
TO
INDIVIDUALS
& UPDATE
Step 8
STRATEGY
EVALUATE
results
Review strategy
implementation
REVIEW
& MONITOR
Step 7
EXCECUTION
LINK
STRATEGY
TO
OPERATIONS
Step 6
Respond to shifts in
the environment and
the affects of the
strategic choices
www.balancedscorecard.co.uk
info@balancedscorecard.co.uk
I - 34
Day 3
Step 4 Align Scorecards to Depts
Step 5 Cascade Scorecards to Individuals
Day 4
Step 6 Link Strategy to operations
Step 7 Review and Monitor Execution
Step 8 Evaluate and Update Strategy
Day 5
Step 9 Create Office of Strategy Management OSM
Step 10 Support and Lead Transformational Change
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I - 35