For More Information: The Balanced Scorecard Institute, www.balancedscorecard.org
To align everyone with financial and nonfinancial performance measures relevant to strategy implementation.
- People think in terms of multiple types of organizational objectives that range from financial goals to people development goals
- Local behavior is driven by the overall strategy and relationships with other groups
- The strategic plan is shaped by feedback from all parts of the organization
When to Use:
When you want people all working toward the same balanced objectives that include financial, customer, process, learning, and innovation perspectives.
When Not to Use:
When the organization’s leadership desires a singular focus that is used to manage the organization, for example, managing only to financial goals.
Number of Participants:
Up to 20 in the initial direction-setting session, followed by the entire organization as they (a) align local activities to the strategy and (b) contribute to the strategy based on customer and internal organizational feedback
Types of Participants:
All people in the organization participate in local goal setting, measurement, continuous improvement, and providing feedback for the next iteration of strategic planning
- Prework: 2–6 weeks
- Planning sessions: 1–3 days
- Local goal setting and feedback on the previous strategy and goals: 5 days–2 months, depending on the size of the organization
- Follow-up: 2–4 months
A biopharmaceutical company used the Balanced Scorecard to establish a portfolio of high-leverage goals to successfully move the company from a research and development mode to a commercial mode. Within 14 months, the company captured 63 percent of the market share.
Created in the early 1990s by Robert Kaplan and David Norton.