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Balanced Scorecard Templates

© 2007 by the Balanced Scorecard Institute, a Strategy Management Company. All rights reserved.
Public Sector Example

Service
Excellence
Competence

Mission:
“To contribute to domestic and international security and travel by
issuing secure travel documents through authentication of identity
and entitlement”

Vision:
“Global security , global service , global standards in state -of-the-art identity
authentication and travel documents for the benefit of the nation”
Respect
Integrity

Enablers Challenges/Pains
• Great identity database • Integrating projects with current
• Service-oriented employees operations
• Respected internationally • Building a security culture
• Engaged management • Forecasting
• Resilient • Regional inclusion
• “Good place to work” • Lack of alignment
• Respected product • Lack of accountability
• Performance oriented • Too many projects in too little time

2 © 2007 by the Balanced Scorecard Institute, a Strategy Management Company. All rights reserved.
Background Mayberry Utility Commission:
Strategic Themes & Results

Strategic Themes Strategic Results

Reliability, Safety & Value Dependable, quality utility


services at a reasonable cost

Exceptional Consistently exceeding customers’


Customer Service expectations

Capitalize on new opportunities


Shaping Our Future
for growth

3 © 2007 by the Balanced Scorecard Institute, a Strategy Management Company. All rights reserved.
Example: Strategic Objectives Development
For A Government Agency

Mission: Protect our people, land, environment & sovereignty

Vision: A Nation of strong families built on culture, history, language,


a stable economy, and a provision system that meets our needs

Strategic Themes:
Economic Growth & Development
Responsible/Responsive Government

Strategic Result:
Effective and efficient government that meets the needs of the Tribe and its People

Strategic Objectives:
• Improve communications, internally and externally
• Increase fiscal stewardship

4 © 2007 by the Balanced Scorecard Institute, a Strategy Management Company. All rights reserved.
Integrate The Scorecard Components: Association BSC
Mission: Serve our members with strong advocacy, quality information, and
responsive member services
Vision: Continue building on our unique position -- the only research association
serving an international membership

Strategic Theme: Strengthen Strategy How the The level of


Advocacy Programs
components strategy will performance required to
Members Value for Increased to achieve be measured improvement achieve
Money Advocacy critical and tracked needed objectives
Results
success
Economics of
Membership
Financial/
Stewardshi Relationship Image

p Objectives Measurement Target Initiative


Increase
Advocacy
Improved
• Improved • Plan • 85 % • Develop
Process Advocacy acceptance advocacy
Internal Planning Advocacy
Business
Efficiency rate by database
Improve Planning
members
Processes Information
Quality, • Time spent • 20% • Develop
Quantity, & new,
with policy
Timeliness innovative
makers
programs
Improve Improved
Knowledge Capacity to
People, Of Member Respond
Tools, & Needs
Organizatio
n Improve Improve Create
Capacity Skills “We”
Tools Culture
Mix

5 © 2007 by the Balanced Scorecard Institute, a Strategy Management Company. All rights reserved.
Strategic Performance Measures Are Derived
From Strategic Objectives
Sample
Strategic Objectives Performance Measures

Lagging measure: Did we grow


revenues last quarter?
Grow
Revenues Lagging measure: Did costs go
Financial Reduce
down last quarter?

Costs Lagging measure: Did customer


confidence in our services increase
last month?

Increase Increase Lagging measure: Did our


Customer Customer Customer
percentage of repeat customers
increase last quarter?
Confidence Retention
Lagging measure: Did quality
improve last period?
Internal Improve
Leading measure: Did improved
quality this quarter lead to
Reduce increased customer satisfaction
Processes Service
Cycle Time next quarter?
Quality
Lagging measure: Did skill level
increase?

Capacity Increase
Upgrade Leading measure: Did skill increase
lead to quality improvement?
Information
Skills
Building Technology Lagging measure: How much did IT
get upgraded?
Leading measure: Did upgraded IT
lead to reduced cycle time?

6 © 2007 by the Balanced Scorecard Institute, a Strategy Management Company. All rights reserved.
Strategy Mapping: The Value Creation Chain
Public Sector/NonProfit Organization

Increase
Customer/ Customer
Stakeholder Satisfaction
(Members)
More
Financial/ Lower Cost-Effective
Costs Resourcing
Stewardship

Lower Improve
Internal Cycle Service
Processes Time Quality

Increased
Organization Capacity To
Respond
Capacity
Improve Improve
Use Of Knowledge
IT & skills

Once we make our assumptions clear, we can measure them, and continue to test strategies and their execution.

7 © 2007 by the Balanced Scorecard Institute, a Strategy Management Company. All rights reserved.
Integrate The Scorecard Components:
Regional Airline
Mission: Dedication to the highest quality of Customer Service delivered with a
sense of warmth, friendliness, individual pride, and Company Spirit.

Vision: Continue building on our unique position -- the only short haul, low-fare,
high-frequency, point-to-point carrier in America.

Partial Strategy Map Objectives Metrics Targets Initiatives

Financial • Improved
Improve
profitability • Market Value • 25% per year • Optimize
Profitability routes
• Lower costs • Seat Revenue • 20% per year •
Increase Standardize
Lower costs
Revenue • Increased • Plane Lease • 5% per year planes/parts/tr
revenue Cost aining
Customers
More • Flight is on -time • FAA On Time • First in • Quality
More On-time Customers Arrival Rating industry management
Flights • Lower prices • Customer • 98% • Customer
Lower • More customers Ranking Satisfaction loyalty
Prices • No. Customers • % change program
Internal • Fast ground • On Ground Time • <25 Minutes • Cycle time
Improve turnaround • On-Time • 93% optimization
Turnaround Departure program
Time

Learning • Improved ground • % Ground crew • yr. 1 70% • Stock


crew alignment stockholders yr. 4 90% ownership
Improved plan
yr. 6 100%
Ground • % Ground crew
Crew Alignment trained • Ground crew
training

8 © 2007 by the Balanced Scorecard Institute, a Strategy Management Company. All rights reserved.
Municipal Government Strategy Map
Improve
Constituent/ Quality of
Life
Stakeholder

Improve
Improve Awareness &
Increase Safety & Program Accessibility of Increase Economic
Security Outcomes Government Abundance
Services

Improve
Financial Reduce Waste Land & Asset
Management
Stewardship

Improve Delivery Improve City


of Government Promotion/
Services Marketing
Processes
& Controls
Improve
Improve Community &
Improve Law
Internal Efficiency
Enforcement Economic
& Effectiveness Partnerships

Organizational
Development
& Innovation Increase Quality of Improve Utilization
Staff of Technology

9 © 2007 by the Balanced Scorecard Institute, a Strategy Management Company. All rights reserved.
Example: Theme Strategy Maps

Theme 1: Theme 2: Theme 3:


Strategic Result: Strategic Result: Strategic Result:

Financial

Customer

Internal
Business
Processes

Learning
& Growth

10 © 2007 by the Balanced Scorecard Institute, a Strategy Management Company. All rights reserved.
Performance Measures Template:
Data Definition Table
The Performance Measure Development Team completes this table
for each measure for which it is responsible.

Strategic Objective:
Objective Owner:
Measure
Data Units of Collection Target/ Location(s) Validated Verified
Measure Source Measure Frequency Baseline Thresholds & Owner By By

11 11 © 2007 by the Balanced Scorecard Institute, a Strategy Management Company. All rights reserved.
Example: Cascading Strategic Intent
To Tier 2
Aligned Balanced
Scorecard Objectives:
SI1: IT enhancement plan
Improve SI2: Knowledge library program
Tier 1
Ease Of PM1: % of processes
Customer Access automated

Improve My Improve
Department’s Information xxxxxxxx
Tier 2
Ability To Assist On Available xxxxxxxx
Customers Services
PM1: % of information
PM1: % of on-time available electronically
reports to internal
customers SI5: Redesigned Internet information portal
SI6: Awareness program to advertise our
SI3: Identify internal customer needs services
SI4: Develop report delivery standards

Tier 1 = Enterprise-wide PMx = Performance Measure No. x


Tier 2 = Business and Support Units SIx = Strategic Initiative No. x

© 2007 by the Balanced Scorecard Institute, a Strategy Management Company. All rights reserved.
Example: Cascading Strategic Intent
Throughout The Organization

Aligned Balanced
Scorecard Objectives:
SI1: IT enhancement plan
Improve SI2: Knowledge library program
Tier 1
Ease Of PM1: % of processes
Customer Access Automated

Improve My
SI3: Identify internal customer needs Tier 2
SI4: Develop report delivery standards
Department’s PM1: % of on-time
Ability To Assist reports to
Customers internal customers

SI3: Error identification Tier 3


Improve My training course
Customer Service PM1: Change in test
Skills score after training

Tier 1 = Enterprise-wide PMx = Performance Measure No. x


Tier 2 = Business and Support Units SIx = Strategic Initiative No. x
Tier 3 = Teams & Individuals
© 2007 by the Balanced Scorecard Institute, a Strategy Management Company. All rights reserved.
Exercise: Objectives, Measures, Or Initiatives?
For each activity in the first column (taken from various clients’ strategic planning materials), write an appropriate
balanced scorecard Objective.

Activity Objective Measure Initiative


Employee
Training
Better Product
Branding
Redesign the Website

Increase Graduation Rate

Develop Customized Member


Benefits

Increase Return on Investment

Implement New Intranet System

Launch New Product X

Increase Cancer Survival Rate

Implement ‘No Signature’ Credit


Card Payment

Employee Satisfaction
Survey

Resource
Utilization

14 © 2007 by the Balanced Scorecard Institute, a Strategy Management Company. All rights reserved.
The Strategic Management “House”

Values
Mission Vision
Customer Needs
Enablers Challenges/Pains

Strategic Results

Customer/
Stakeholder

Partnerships
Operational

Excellence
Excellence

Financial/

Strategic

Change
Culture
Service
Stewardship
Internal
Processes
Capacity
Building

Engaged Leadership Interactive Communications

High-Performance Organization = Shared Vision + Bold, Well-executed


Strategy + Interactive Communications + Efficient Processes + Motivated Staff

15 © 2007 by the Balanced Scorecard Institute, a Strategy Management Company. All rights reserved.