Purpose

To define and systematically monitor the measurements that help produce intended strategic results. The balanced scorecard, based on Kaplan & Norton’s work at Harvard, provides a well-proven performance management framework but it can be applied in many forms ranging from a basic measurement framework to a broad planning and management culture.

Outcomes

The scope and breadth of balanced scorecard implementations vary widely but at their minimum result in:

• Quantified performance expectations
• Progress monitoring against those expectations.

Depending on the implementation engagement’s breadth the scorecard may also be reflected in strategy maps, decomposed objectives and metrics by business unit, initiative portfolio’s, budgets and organizational structures.

Format

With such a great variation in scorecard engagement scope and breadth it is important that the implementation be customized to the specific situation. That said, conventional scorecard engagements have typically been organized in five phases:

• Analysis & implementation design
• Strategy formulation
• Scorecard development
• Initiative design & accountability assignments
• Implementation

More recently the implementation phase has been sub-divided as implementation challenges have become more broadly recognized by scorecard practitioners and their clients. The introduction of an organizational entity (a Strategy Office or a PMO) charged with implementing the scorecard is now the recognized best practice.

 

Please call 403-219-2222 to discuss your requirements or email us at info@chinooksolutions.com