Implementing
The
Balanced
Scorecard
|
|
|
Since 1992, The Balanced Scorecard (BSC) has been used by numerous organisations as a strategic and performance management tool. Yet "vast majority of so-called balanced scorecards fail over time to meet the expectations of their creators" (Schneiderman, one of the pioneer developers of the BSC at Analog Devices). This program is different from others in that it takes a more practical approach in addressing the creation and implementation of the BSC. The key is not to just equip the participants in the construction of the BSC but also to help them appreciate and overcome the real challenges they will face in getting results from using the BSC in their respective companies and organisations.
Objectives include:
| • |
Understand the concepts and principles of the BSC including the process of building and implementing the BSC |
| • |
Learn the constructs of the BSC: Strategic Linkages and Mapping, Strategic Themes, 4 Perspectives, Strategic Objectives, Strategic Measures, Targets, Initiatives and Cause-and-Effect Relationships
|
| • |
Appreciate the implementation process and issues: Facilitating the creation of BSC among the staff, Top Management buy-in, Cascading to lower levels, Monitoring, Reviewing and Rewarding for Performance |
| • |
Apply the above learning using a real workplace scenario to construct an usable BSC (for in-house training) |
Target Audience
This program is for managers and process owners responsible for managing performance at work and for those who are interested in getting results systematically at work.
|
