BSC Designer – Balanced Scorecard Software

Command line interface is available is BSC Designer. Using command line interface you can generate Excel report in a silent mode. This is very useful when you need to integrate BSC Designer with some other business application.

The interface for command line is: [Filename] [-export FileName] [-overwrite]

For example, if you need to export file “Scorecard1.bsc” into Excel file “Report.xls” you should use the following parameters when run BSC Designer from third-party tool:

• “Scorecard1.bsc” -export “Report.xls” -overwrite

When using long paths to the files, be sure you are using “” symbols, such as “C:\program files\BSC Designer\…”

Time-points in reports

Starting version 1.4. Balanced Scorecard Designer supports time points. If you are using time points and need to get report for a certain date, use the “-date” parameter + date as it is according to current computers settings, for instance:

• “Scorecard1.bsc” -export “Report.xls” -overwrite -date 01.24.2007
• Please, note: the date must be according to your current computer settings (it might be DD.MM.YYYY or MM.DD.YYYY, depends on your setttings)

HTML report via command line

It is possible to generate HTML report via command line interface. For that function you should specify starting and ending date for report and add -html key as a parameter

• Example: bsc_designer.exe some_project.bsc -date1 20.12.2007 -date2 02.01.2008 -html -export report.html -overwrite

Other reports:

• -overview key in report will enable generating of overview type report, example: bsc_designer.exe some_project.bsc -html -export report.html -overwrite -overview
• -powerpoint key will generate report in format of PowerPoint presentation (.ppt), example: bsc_designer.exe some_project.bsc -powerpoint -export report.ppt -overwrite

Exporting Strategy Map

Starting version 3.0 Strategy Maps are supported in the BSC Designer. The strategy map can be exported using BSC Designer’s interface or command line:

Syntax for command line:

• bsc_designer.exe BSCFileName -export PictureFileName -StrategyMap [-StrategyMapPlacement <SnowFlake|HTree|Tree|Classical|Cascading|Table|Cyclical|Strategic>] [-StrategyMapLevel <MaxLevel>]
• Check more information about StrategyMapPlacement appearance.

Sample: export of existent map.

• bsc_designer.exe some_project.bsc -export “C:\resulted_file.jpg” -StrategyMap

Sample: export of map as a snowflake.

• bsc_designer.exe some_project.bsc -export “C:\resulted_file.jpg” -StrategyMap -StrategyMapPlacement SnowFlake -StrategyMapLevel 1

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Intro

The basis of Kaplan and Norton concept seems to be easy: strategic plan is realized by tactical and operational results’ management according to the key activities of the company. This idea (of how easy the concept is) might cause wrong actions while implementation. Sometimes manager consider it enough just reading and understanding the summary of the concept or its interpretation by one or another scientist to start the process of creating a scorecard for the company. It often happens that the project, created this way does not result into something really balanced or systematic.

Common mistakes from practice of the BSC implementation and usage

The most common mistakes of the BSC concept’s wrong interpretation are the following:

• The map of financial measures is presented instead of the strategic map. It could seem innovative to present the existing financial, accounting and monitoring indicators as form of scorecard for all the company. But in this case, the system’s basic purpose appears to be forgotten. There is no actual revision of company’s strategy; such interpretation of the system will not turn the company’s direction into balanced concept. So the company is not going to grow into something better, then it had been before;
• Managers often use the mechanistic method of approach to the creation of strategy map. For example, those activities, which are associated with finance or economics, become a part of Financial Perspective; the activities, which contain the words like “market”, “customer”, “sells” are going directly to Customer Perspective. Meanwhile, the right thing is that, for example, financial indicators might be a part of any category. The important thing is their share, which does not exceed 30 – 40 percent in a “right” scorecard. It needs to be known, what every Perspective in the BSC concept really means and directed for. For example, Customer Perspective needs to show the markets response to the company’s actions when those actions are needed to be described by the Internal Process Perspective;
• Managers make an attempt to use the BSC system as an overall controlling tool. Trying to perform total control on every operation activity of every employee, managers not just wasting their time, but also lose the benefits of the Balanced Scorecard concept usage. It needs to be known, that BSC is mostly a strategic management tool. If it needs to establish absolute connection of strategy with a complete functional stream of the company, the only strategy has to become a setting system for all the stream of processes. Operational activity needs to be directed to achieve the strategic goal and this is the only “correct” way to link functional stream with BSC. Certainly, the monitoring process should be aimed to learn if the operational activity is directed to strategic goals but not to control every action of employees.

Premises for elements of the BSC

It needs for managers to come to the main points of BSC map to create a really working system. The standard set of the four Perspectives (read more in the article “What is Balanced Scorecard concept: the four perspectives”) offered by authors of idea not as an all – fit solution, but is a particular case. As for a general case, the main perspective in the map of Balanced Scorecard is some kind of Strategic Result. For-profit organization needs financial result as its goal, and this is not something illogical or improper. But sure it is not always invariable. There are social responsibilities of a business, ecological responsibilities and many other things that could present the sense of morality. But it needs to be remembered, that the most important result, business is directing to, is money as a well-founded goal of the entire business concept.

But how the company ever could obtain the result, if it is exceeding its potential of smooth extensive growth? It needs to be mentioned, the company is an open system and it is able to use its environment’s resources. The environment will agree to share its piece with the company only if the company will manage to satisfy the External Resources (e.g. market and customers – Customer Perspective in the BSC theory) – the key players of environment, which are ready to exchange their resources for the company’s goods or services.

The important condition for the company to satisfy the market is a well functioning of its own activities and processes (Internal Process Perspective in the BSC theory). It is needed for the good or service, created by the company, to be well enough to please the fastidious market. To optimize the internal process, the company needs to set up well functioning of the following chain of subsystems referring to the staff: education, development of skills, planning, motivation and others. Paying attention to these HR activities, the company is going to increase the efficiency of the internal resources usage.

A well created and implemented Scorecard, according to this logic, is able to provide strategy realization. Using the management of staff’s mental models, the company is directing its internal process to satisfy the needs of the external players, which is sharing its resources. And finely, thanks to this circle, the company is possible to implement a plan of gaining the Result (money).

A common mistake, BSC implementers often commit is an aspiration to take another’s best experience. Even if the company from the same industry will share its strategic map, it will not fit the company which imported the map in every aspect. End it is not always about the uniqueness of company’s activities. Strategy map needs to be a quintessence of the entire company’s advantage over competitors. That is why if the company still wants to import someone other’s map, it would be better to use it as a fundament, adding to it the unique features and reconstructing it to fit the company’s both internal and external processes.

Several conditions of the BSC system proper functioning

There are tree conditions to be defined:

1. The Balanced Scorecard is an internal system’s tool. It is no need to cheat or trick when you are dealing with yourself. Monitoring function, the BSC provides is aimed only to improve the performance, not to show something to someone. Monitoring is needed to manage, not to show. If this rule is not observed, the BSC turns to huge inconvenient system that only bothers every employee but not helps in any aspect. Since the BSC and the strategic map is a tool of strategic management by operational and tactical control, tricking it means only tricking yourself.

2. One of the features of the BSC is “focusing”. The aspiration of management for extracting a synergy from cumulative influence of set of factors often leads to system contradictions. Even a well constructed system could turn to be mistaken and useless this way. It needs to focus the attention and resources on several main indicators when all other ones consider additional, having lower priority. It needs to analyze the set of key indicators concerning both to their influence on performance and the possibility to cause contradictions within the entire system of the BSC.

3. And the last one thing to be noticed in this article is an advice not to think “too much”. Do not try to build the most sophisticated BSC system for your company, as you are able to. There is no need to notice every single activity in the map; it needs indicators of the KEY activities linked with each other by well organized logical structure.

Expert_KPI Articles, Balanced Scorecard Theory

The goal of the Balanced Scorecard is to link high-level strategic goals to line-level actions.

• Latest news: now you can visualize links between cascaded projects and indicators

The key to achieving this goal is to involve your people. You need to involve people on all levels of your organization when you design the Balanced Scorecard, when you implement it, and when you use it.

Introduction into Cascading

The number of Key Performance Indicators on your scorecard should be limited to three or four indicators in each category.  If you need to add more, you can create a new, lower-level scorecard.

Instead of having one scorecard for your whole company, you can have a scorecard for each business unit.  People from different business units will each work with their own Balanced Scorecard. That is how cascading works.

• Free mini-training: Cascading Balanced Scorecard

Cascading with BSC Designer

BSC Designer allows to create links between two BSC projects. To do this you need to use “Imported Indicators”. Here are two step-by-step manuals:

• How to access data from external Balanced Scorecard project;
• How to delegate a part of Balanced Scorecard project;

Cascade Balanced Scorecards in a company

• With the Balanced Scorecard, business owners and top management implement company strategy into business processes.
• The Cascading Balanced Scorecard provides collaboration at all levels of company.
• BSC Designer software provides technical support on all levels of Balanced Scorecard implementation.

Top managers and investors:

• Develop top-level Balanced Scorecard with BSC Designer
• Create strategy map using BSC Designer

Cascading: Top managers delegate major indicators to department VPs;

• Top managers analyze past performance values, plan targets for future;

Cascading: VPs delegate indicators to managers with BSC Designer;

Download detailed Balanced Scorecard Implementation plan.

Teamwork with BSC Designer

BSC Designer allows you to link indicators on your scorecard to indicators on other scorecards created with our software.  If the indicator is updated on the scorecard you’ve linked to, it will be updated on your scorecard, as well.

Linking scorecards like this is a great way to organize teamwork and manage a Cascading Balanced Scorecard.  For instance, each business unit can have its own Balanced Scorecard.  Then, indicators from each of these low-level scorecards can be linked together into one high-level scorecard for your top managers.

Importing Indicators

• Step-by-step manual on importing indicators
  

To link an indicator on your scorecard to an indicator on another scorecard created by BSC Designer, just follow this simple process.

1)      Open the Strategy Tree menu, and choose Import Indicator.

2)      Specify which BSC project you’d like to import from.  You can choose a project on your PC, on your local network, on your FTP server, or at a remote HTTP address.

3)      BSC Designer will list the names of the indicators on the scorecard you’ve chosen.  Now, you can select one of these indicators and click “OK” to import that indicator into your own scorecard project.

Now, any time the value of the indicator changes on the scorecard you linked to, it will change on your scorecard, as well.

BSC Designer will automatically update the values of your imported indicators every time you open your project.  To update these values manually, simply open the Tools menu and choose “Update imported indicators.”

Delegating a Project

• Step-by-step manual on delegating project

You can also link scorecards by delegating tasks, indicators, or whole categories from a top-level scorecard to create a new lower-level scorecard.

To begin, just select a category on your Strategy Tree, right-click on it, and choose “Delegate as project.”

Then, choose the location where you’d like to save the new, lower-level scorecard.  BSC Designer will create a new Balanced Scorecard project in the location you choose, and automatically link that new project to your existing scorecard.

When your employees work with their new lower-level scorecard, and eventually improve their indicators, you will see the results on your higher-level scorecard.

In turn, you can drill down from your top-level indicators to their lower-level indicators, and start to understand how their line-level actions affect the performance of their scorecard, your scorecard, and the whole company.

Accessing Projects on FTP

When you create a new lower-level scorecard, we recommend placing it on your company’s FTP server, so that you and your employees can easily access and manage your indicators.

To access a Balanced Scorecard project on your FTP server, you will need to go to the File menu and select “Check In Project.”  This will create a new copy of the Balanced Scorecard on your local computer, so you can update your indicators and make any changes.

When you’re done, you’ll need to save your updates back to the FTP server.  Go to the File menu again, and choose “Check Out Project.”

FTP Security

If you do place your Balanced Scorecard project on the company FTP server, you will obviously want to keep your data secure.

Each user should already have a personal password to access the FTP server.  This should be managed by your server administrator.

With BSC Designer, you can also set up a special password just for your Balanced Scorecard project files.  Go to the File menu, select the “Document Properties” command, and open the Password tab.  There, you can assign a new password for reading the Balanced Scorecard, and for writing any changes.

Relevant Articles:

• Learn more about Cascading Balanced Scorecards in online Training.

Expert_KPI Articles, Features, Screenshots

As company faces new business challenges the Balanced Scorecard of the top-management grows. The number of indicators and categories will increase significantly soon.

To prevent overloading of the scorecard and in order to involve line-level employees some parts of Balanced Scorecard should be delegated to the lower level business unit or employee.

Delegating scorecard step-by-step

Step 1. Open Balanced Scorecard Project

Step 2. Right click on any category. You will have two options - "Delegate as a project" and "Delegate with indicators"

• “Delegate as a project” option. All indicators from your category will be removed. The new project will be created, where the category will be delegated.
• “Delegate with indicators” options. Selected category and indicator will be delegated. The new project will be created.

Step 3. Select the location where delegated project should be saved. Click "Save" button to delegate.

• You can select local folder or location in the local network.
• You can upload the project on your FTP sever automatically. FTP sever is better option if your employees will need to access the data from different locations. Learn more about working with projects located on FTP.

Step 4. Right click on the category that was delegated. Select "Open source document" command. This command will open the project that was created as a result of delegation.

You can also right click on the category that was delegated and select “Edit imported properties” command to access all the settings of delegated category.

Once the category was delegated, you cannot change its values. If you need to change the values, you or your employee should open the delegated project. Once values are updated in the delegated project they will be updated in the parent project too.

Expert_KPI Features, News, Screenshots

Balanced Scorecard helps UNUM Insurance to Manage New Operational Complexities and Diverse Stakeholder Groups

Summary

UNUM Insurance was growing exponentially in size and complexity.  They had reached and outgrown their five-year financial goal, and needed to set new goals capable of directing and motivating their organization to engage employees, optimize operations and meet the expectations of a range of stakeholders.  The Balanced Scorecard helped them set appropriate goals that employees could understand and use to increase customer service and company profitability.

Introduction

UNUM is a Fortune 500 company and a market leader in disability, group life, long term care and voluntary benefits.  In 1998, when the company first implemented a Balanced Scorecard approach, it had 7,200 employees; today it has more than 10,000 staffing operations in the US, Canada, the UK, the Pacific Rim, Europe, Bermuda and Latin America.

The Challenge

UNUM was coming out of a period of rapid growth and acquisition that had resulted in a much more complex organization.  Although from 1986 to 1992, the company had achieved its stated five-year goal of earning six dollars a share with a 15 per cent return on equity, it now needed to set its next-phase goals.  For this next five-year period, an exclusive focus on financial results would no longer serve the best interests of the corporation or adequately direct and motivate its employees.

UNUM needed to set new goals that would be relevant to the organization in all its complexity and meaningful to all employees.  After pursuing a narrowly focused and easily measurable goal for five years, the challenge would be to develop new goals appropriate to the business’ growing complexity while ensuring that they were still tangible, measurable and understood by everyone in the company. Most importantly, all goals needed to support excellent shareholder returns and represent the interests of all UNUM’s stakeholder groups: customers, shareholders and employees.

The Solution

UNUM adopted the Balanced Scorecard approach to help them set and balance a number of targets related to financial, customer, employee and productivity goals.

A team of senior managers who represented different areas of the corporation was assigned to develop these targets and the corresponding Scorecard areas.  Subcommittees wee appointed for each focus area, and employees were co-opted to provide input and test the draft goals and measures.  Participants were charged with developing a Scorecard that supported the corporate vision: “We will achieve leadership in our businesses.”  The corporate vision is internally understood to mean a focus on special risk-relieving products that meet customers’ needs and establish and sustain profitability for the company.

The UNUM Balanced Scorecard was developed with four perspectives that covered all stakeholder groups: 1) UNUM people; 2) operating effectiveness; 3) customer satisfaction; and 4) shareholder value.  Next, they identified time-limited and quantifiable achievements in each perspective area.

The UNUM people perspective was intended to instill the “mind of a customer, pride of an owner” into all employees.  A set of employee expectations and aspirations was developed, and a new 360-degree performance review process engaged all employees in thinking strategically about their own performance and that of others organizationally above and below them. A benchmark survey was implemented as a tool for gauging progress. The company also implemented a ‘1998 Goals Stock Option Plan’.Each UNUM employee was provided with a stock option grant to purchase 300 UNUM shares once the grant was vested, a move that fostered a true sense of ownership among employees.

The operating effectiveness perspective was supported by an commitment toincrease customer value by rethinking, improving and streamlining UNUM’sbusiness processes, with a clear goal of keeping operating costs at no more than one-half the rate of the top line.

For the customer satisfaction perspective, each UNUM area with an external customer chain was charged with developing a customer value measurement tool that would help the company determine its customers’ assessment of the overall value of our products and services.

The shareholder value perspective was expressed through “Money Machine,” an easy-to-understand presentation designed for employees.  The presentation walks the audience through the whole organization’s process, from sales to customers to the issuing of shareholder dividends, allowing everyone to clearly see how their individual efforts affect shareholder value.  UNUM also made superior long-term value to shareholders a formal goal, measurable in terms of dividends plus share price appreciation.

The Result

Using the Balanced Scorecard approach to manage new business complexities brought UNUM closer to its ultimate goal of world leadership in disability and special risk insurance.

The company improved its operating cost structure by 22 per cent over a 1992 base year, and was on its way to achieving the 1998 target of 33 per cent.

UNUM exceeded its people-focused goals, and won a raft of top employer awards from Fortune, Working Mother, BusinessWeek and Equal Opportunity magazines. The new sense of “ownership” among employees was also evident in initiatives such as the “trust workshop” developed by employees at UNUM America.  The workshop explored trust barriers between employees and managers, and key findings from the workshop were shared throughout the organization.

By making Shareholder Value a goal, they have given investors, stockbrokers and financial analysts a ‘yardstick’ by which UNUM’s progress toward its other stated goals can be measured. Their attitude is that companies that meet their goals win favour with investors and therefore enjoy a more favourable capital position.

And although UNUM did not reach their aggressive goal of reaching top-quartile performance of the Standard & Poor’s 500 at 1997 year-end, the company did make the second quartile, and delivered annualized returns of 30.2 per cent.  This excellent performance helped rank the company 39^th of the 457 current Standard & Poor 500 companies with 10-year stock histories.

Trademarks mentioned in this article belongs to the respective owners.

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Balanced Scorecard in the traditional execution allows us to measure the most crucial but also the most painful variable. This variable is management team’s development:  learning and growth. After all, given enough time, the right management with the right skill sets can fix anything, or even build the whole organizations from scratch. They would find a way to locate and meaningfully organize the resources necessary to produce the desired outcomes. No organization can go above and beyond their management talent and in most organizations, the entire business is nothing more than magnified picture of the eccentricities of the executive team.

However, the Balanced Scorecard does not hold the spotlight to the management’s learning and growth too tightly, allowing the leeway to pick the the Key Performance Indicators that either don’t really monitor their performance in a meaningful ways, or worse yet, apply to only lower echelon of workers in the organization.

Two thousand years ago,  James, brother of Jesus, made a statement that I think is highly applicable to managers today. Just substitute the word teacher for the word manager and you will get the point:

“Not many of you should presume to be teachers, because you know that we who teach will be judged more strictly. We all stumble in many ways. If anyone is never at fault in what he says, he is a perfect man, able to keep his whole body in check.

When we put bits into the mouths of horses to make them obey us, we can turn the whole animal. Or take ships as an example. Although they are so large and are driven by strong winds, they are steered by a very small rudder wherever the pilot wants to go. Likewise the tongue is a small part of the body, but it makes great boasts. Consider what a great forest is set on fire by a small spark. The tongue also is a fire, a world of evil among the parts of the body. It corrupts the whole person, sets the whole course of his life on fire, and is itself set on fire by hell.

All kinds of animals, birds, reptiles and creatures of the sea are being tamed and have been tamed by man, but no man can tame the tongue. It is a restless evil, full of deadly poison.

With the tongue we praise our Lord and Father, and with it we curse men, who have been made in God’s likeness. Out of the same mouth come praise and cursing. My brothers, this should not be. Can both fresh water and salt water flow from the same spring? My brothers, can a fig tree bear olives, or a grapevine bear figs? Neither can a salt spring produce fresh water.”

I believe that the description he has for the tongue and for teaching readily applies to the management of the organizations, as well. It is a lot easier to manage millions of dollars than it is to manage oneself and our own tongue.  One management decision can influence the fate of many resources, entire organizations. A failure by the manager is by far more devastating than that of an entry level employee. So, managerial development is essential for the organizational growth and development. It is crucial for organization’s health and survival that there is a significant emphasis on the development of the organization’s management team, or the organization is gambling with that which is the foundation of all else.

In most organizations you see precisely the opposite:  a lot more effort is spent on measuring and managing the performance of lower level employees than on those of the executive team. Nobody wants the spotlight pointing toward them. Yet, who has the most impact on the organizational performance? Is it the person who is capable of sending a shipment to the wrong location, or is it a person who can hire and fire that person, or a person who can institute policies and processes that eliminate the opportunities for these kinds of mistakes?

With that said, what are some good Key Performance Indicators that would help an organization insure that there is a culture of learning and growth that permeates its executive ranks? Well, the output variables are pretty easy to track: Engagement of the workforce, a clear result of great management can most easily be tracked by the number of improvements that are recommended by the workers and are implemented per employee.  Unlike good attendance or other such measures that can be forced by just paying or punishing for them, it cannot be achieved without a good working relationship between the managers and the workers. But while this is a valuable Key Performance Indicator, it looks at the output not the input.

Another variable that might serve as KPI for good managers, is dollars or Return on Investment generated by the new initiatives of the management team, but this variable takes years to materialize and can be affected by a bunch of factors that have nothing to do with the talents of the management team.

In all reality every KPI on the scorecard is a reflection on the management, but they are mostly all outputs.  In the next article I will discuss some inputs of good management.

—

Oleg Tumarkin is an Adjunct Professor of Business at Lakeland College and Concordia University of Wisconsin. His firm, FutureWorks, in partnership with AKS-Labs provides business coaching and Balanced Scorecard implementations.  His life’s passion is the development of a universal business measurement and management system that would cause management in to the realm of a repeatable, replicable, yet humane and flexible science.

oleg_tumarkin Balanced Scorecard Theory

Balanced Scorecard and Benchmarking

Title: Balanced Scorecard and Benchmarking

Summary: The Balanced Scorecard and Benchmarking document reviews ideas behind benchmarking, the possibility of using Balanced Scorecard for benchmarking, real-life samples of using Balanced Scorecard approach for benchmarking. This presentation is a part of Balanced Scorecard Toolkit.

• Buy full version as a part of  Balanced Scorecard Toolkit

Slides number: 65. Formats: PPT (MS PowerPoint), Adobe PDF

• Introduction into Balanced Scorecard and Benchmarking
• Benchmarking structure and procedures
• Pitfalls to be avoided while benchmarking
• Using Balanced Scorecard for Benchmarking
• Best Practices in Benchmarking
• Example to illustrate the use of BSC for Benchmarking
• Balanced Scorecard need to be designed for benchmarking
• Benchmarking stages: Planning, Evaluation, Action, Revise
• Checklists, Case studies and FAQs
• Benchmarking and Balanced Scorecard tools

Buy full version as a part of  Balanced Scorecard Toolkit

Sample slides

Slide 14. Benchmarking details. Processes.

Slide 24. Efficiency frontiers of organizations.

Presentation Content by Slides:

1. Balanced Scorecard and Benchmarking
2. Using Balanced Scorecard for Benchmarking
3. Understanding Benchmarking Process
4. What is Balanced Scorecard
5. Benchmarking using Balanced Scorecard perspectives
6. Benchmarking using Balanced Scorecard indicators
7. Balanced Scorecard vs. earlier concepts
8. What is Benchmarking?
9. Why Benchmarking?
10. Benchmarking and comparison
11. Benchmarking and competitive analysis
12. Benchmarking structure
13. Benchmarking procedures
14. Benchmarking details. Processes.
15. Real-life Benchmarking
16. Using surveys in Benchmarking
17. Pitfalls to be avoided while benchmarking
18. Using Balanced Scorecard for Benchmarking
19. Best Practices in Benchmarking
20. Inter-relationships of management practices
21. Example to illustrate the use of BSC for Benchmarking
22. Using of BSC for Benchmarking. Formulas.
23. BSC for Benchmarking. The range of application.
24. Efficiency frontiers of organizations
25. Balanced Scorecard need to be designed for benchmarking
26. Sharing positive effects with benchmarking
27. Process of Benchmarking
28. Planning stage in benchmarking
29. Using metrics during planning stage
30. Planning stage checklist
31. Planning stage. Case study.
32. Using Balanced Scorecard for benchmarking on planning stage
33. Evaluation stage of benchmarking
34. Evaluation task in benchmarking
35. Evaluation stage in Benchmarking – checklist
36. Benchmarking evaluation stage. Case study
37. Case study. Moving from planning to evaluation stage.
38. The Action stage in the Benchmarking process
39. Release the planned program
40. Action stage in Benchmarking – Checklist
41. Action Stage of Benchmarking. Case Study
42. Benchmarking in action. Case Study
43. Revise. Stage of benchmarking.
44. Analyze results obtained from benchmarking.
45. Benchmarking Revise. Checklist
46. Benchmarking results analysis. Case Study
47. Benchmarking and Balanced Scorecard tools
48. Using the BSC Designer for benchmarking
49. Indicators and weights in BSC Designer
50. Weighted indicators for scorecard or benchmarking
51. Creating evaluation indicators with BSC Designer
52. Measure and evaluation unit in BSC Designer
53. Min and max values for scorecard indicator
54. Balanced Scorecard and Benchmarking. Frequently Asked Questions (FAQs)
55. What changes should be made to scorecard for benchmarking? Frequently Asked Questions (FAQs)
56. Choosing right indicators and activities to benchmark. Frequently Asked Questions (FAQs)
57. Does “benchmarking” mean “comparison”? Frequently Asked Questions (FAQs)
58. Using Balanced Scorecard for Benchmarking. Case Study
59. Benchmarking and TQM. Case Study
60. Successful implementing of benchmarking. Case study.
61. Data collection for benchmarking. Case study.
62. Metrics in Balanced Scorecard and Benchmarking
63. Results of Balanced Scorecard for Benchmarking. Case study.
64. Results and Conclusions
65. Using Balanced Scorecard for Benchmarking – Checklist

admin BSC Toolkit

Title: How to calculate performance indicators step-by-step.

• This document is a part of BSC Toolkit.

Pages number: 3

Summary: Balanced Scorecard is a well-known concept and it’s easy to find helpful articles about what this concept is. Balanced Scorecard projections and perspectives are also talked about much. Business professionals lack essential information about real-life metrics and information on how to build actual scorecard, which supports weights and scores, which allows calculating the performance values. This whitepaper is a Balanced Scorecard design toolkit, which contains some “how-to” ideas.

• Buy full version as a part of  Balanced Scorecard Toolkit

Key topics:

1. Measuring business performance with Balanced Scorecard concept. Balanced Scorecard helps to measure performance and share business goals.
2. Balanced Scorecard Toolkit: Perspectives and Metrics. Four must-use perspectives to describe any business unit. Always need to start with these metric groups.
3. Balanced Scorecard Toolkit: Weights and Scores. The Balanced Scorecard should be represented as a set of metrics, weights and scores.
4. Balanced Scorecard Toolkit: Calculations. Steps to calculate performance using a given values of metric importance and user’s scores.
5. Normalization and performance calculation. Calculating the performance value using normalized score and weight values.
6. Conclusion. Remember to carefully evaluate Balanced Scorecard metrics

• Buy full version as a part of  Balanced Scorecard Toolkit

Abstract: Balanced Scorecard concept is about measure and control. The first step is to determine the goal of Balanced Scorecard: it should help to measure and control the performance of business unit; The next step is to assign a target performance values and develop a plan to archive the target results; The final step is controlling the performance, re-thinking business and separate business processes;

Balanced Scorecard must be a document packed with performance information. That’s why it is the best way to share management and business goal ideas with colleagues.

Building a Scorecard that works involve two main processes: suggesting a proper metrics and calculating the total performance;

Metrics should be designed by key managers; suggested metrics should be carefully evaluated in action. As for calculating performance, start with some simpler tools, such as spreadsheet processor to describe the Balanced Scorecard of the business unit and calculate the performance.

admin BSC Toolkit

Test results of Balanced Scorecard implementation

Title: Testing Balanced Scorecard Results

Summary: This part of the Balanced Scorecard Toolkit is a guide on how to measure and evaluate results of Balanced Scorecard design and implementation.

• Buy full version as a part of  Balanced Scorecard Toolkit

Slides number: 28. Formats: PPT (MS PowerPoint), Adobe PDF

• Testing the results of Balanced Scorecard Implementation. Introduction.
• Steps included in the Phase of Testing the Results of BSC Implementation
• Preparations prior to initiating the testing phase. Determining the results of parameters of Balanced Scorecard. Updating the core elements of Balanced Scorecard.
• FAQ and Case Study

Buy full version as a part of  Balanced Scorecard Toolkit

Sample slides

Slide 8. Structuring hypotheses for testing

Slide 22. Why update balanced scorecard? Reasons scheme.

Presentation Content

1. Testing Balanced Scorecard Results
2. Testing the results of Balanced Scorecard Implementation. Introduction.
3. Steps included in the Phase of Testing the Results of BSC Implementation
4. Preparations prior to initiating the testing phase. Introduction.
5. Objectives of pre-testing phase
6. Using relationships from the strategy map
7. Balanced Scorecard Testing Benchmarks
8. Structuring hypotheses for testing
9. What have an influence on performance measures
10. Pre-testing phase checklist
11. Determining the actual values for parameters of BSC. Introduction.
12. Objectives of Balanced Scorecard parameters checking
13. Checking Balanced Scorecard values
14. Collaborative parameters overview
15. Analyzing indicators and categories
16. Balanced Scorecard analysis checklist
17. Updating the Core Elements of Balanced Scorecard – Objectives, Measures and Targets. Introduction.
18. Objectives for core elements updating
19. Objectives for Balanced Scorecard updating
20. Modifying key elements of Balanced Scorecard
21. Factors of Balanced Scorecard Update
22. Why update balanced scorecard? Reasons scheme
23. Getting feedback for Balanced Scorecard update
24. Scorecard update checklist
25. Testing Balanced Scorecard. FAQs.
26. Determining results of Balanced Scorecard. FAQs.
27. Case Study. Testing the results of parameters of BSC.
28. Case Study. Checking Scorecard Values.

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Implement Balanced Scorecard in business processes

Title: Implementing Balanced Scorecard

Summary: This part of the Balanced Scorecard Toolkit is a guide on how to implement balanced scorecard into the business to measure, control and improve business performance

• Buy full version as a part of  Balanced Scorecard Toolkit

Slides number: 36. Formats: PPT (MS PowerPoint), Adobe PDF

• Implementing Balanced Scorecard into business processes
• Balanced Scorecard Implementation Scheme
• Steps of Balanced Scorecard Implementation process: Technical Implementation, Organizational Integration, Technical Integration, Operation of the BSC system
• FAQ and Case Study

Slides number: 36. Formats: PPT (MS PowerPoint), Adobe PDF

• Implementing Balanced Scorecard into business processes
• Balanced Scorecard Implementation Scheme
• Steps of Balanced Scorecard Implementation process: Technical Implementation, Organizational Integration, Technical Integration, Operation of the BSC system
• FAQ and Case Study

Sample slides

Slide 9. Technical Implementation Scheme

Slide 14. Objectives of business integration

• Buy full version as a part of  Balanced Scorecard Toolkit

Presentation Content

1. Implementing Balanced Scorecard
2. Implementing Balanced Scorecard into business processes
3. Balanced Scorecard Implementation Scheme
4. Steps of Balanced Scorecard Implementation process
5. Technical Implementation. Introduction.
6. Objectives of Technical Implementation
7. Key objectives in technical implementation stage
8. The task of technical implementation
9. Technical Implementation Scheme
10. Key issues of technical implementation
11. Process of technical implementation
12. Technical Implementation Checklist
13. Organizational Integration. Introduction.
14. Objectives of business integration
15. Integration of Balanced Scorecard with business processes
16. Business implementation scheme
17. Reengineering and reframing in implementation process
18. Structural changes while implementation
19. Implementation Checklist
20. Technical integration. Introduction.
21. Objectives of technical integration
22. Levels of technical integration
23. Integration with databases
24. Combining data for Balanced Scorecard
25. Technical integration checklist
26. Operation of the BSC system. Introduction.
27. Objectives of operational management
28. Analyze and update Balanced Scorecard
29. Updating target values and scorecard model
30. Balanced Scorecard Operational Scheme
31. Logical operations with Balanced Scorecard
32. Operations in Balanced Scorecard. Checklist
33. FAQs. Better implementation.
34. FAQs. Business Integration.
35. Case Study: Implementing Balanced Scorecard in Proto Auto Works.
36. Case study: Technical implementation.

admin BSC Toolkit