Discover what works, what doesn’t - and why - through in-depth case studies

Find out how leading organizations across the world are tackling the challenges of building and implementing a strategy-focused balanced scorecard. Discover how:

At Saatchi & Saatchi Worldwide the balanced scorecard was used to turn ambitious strategic aspirations into operations reality. “For the first time we were able to say ‘here’s our vision, here’s our corporate strategy, here’s how we’re going to get there and here’s the part you play,” says Paul Melter, Worldwide Director of CompaSS, Saatchi & Saatchi’s balanced scorecard. Download a free extract from the Saatchi & Saatchi case study

The Royal Canadian Mounted Police is rolling out an aligned set of balanced scorecards in a drive to become a strategy-focused organization. “Alignment is a real benefit of the scorecard process,” says Assistant Commissioner Goeff Gruson. “Through this we can get all of our business lines and divisions aligned behind our high-level strategy.”

NSK Bearing’s Peterlee plant has developed a balanced scorecard that builds on its successful experience of using the EFQM Excellence model. “The EFQM assessment identified the gaps and the scorecard helps us address those gaps,” explains Mike Farrell, Planning Director.

Pilot scorecard projects at Scottish Enterprise proved extremely valuable in securing senior management buy-in. “To get him [the CEO] on board we wanted to show the benefits of the scorecard rather than just turn up with a promise that this ‘theory’ would deliver results,” says Julian Taylor, Network Director, Learning and Performance.

Banking 365 benefits from the scorecard as much today as when it first introduced the framework in 1996. “Fundamentally by virtue of the fact that we have the scorecard with the right data, it allows us to take relatively quick decisions to either seize a new opportunity or resolve a problem,” says Operations Manager Dave Sheehan.

At Booz Allen Hamilton automation has proved invaluable for embedding the balanced scorecard in its service organization, the Go-Team. John Monczewski, Manager, Balanced Scorecard explains: “Automation brings many significant benefits, not least that reducing people’s requirements for manual data collection means they have more time to focus on working towards the strategic objectives.”

At Indonesian-based Bank Universal consultancy support played a key role in helping the bank introduce the balanced scorecard. “The role of the consultancy is hugely important in the early stages,” says Pak Krisbiyanto, Vice President – Human Capital. “But their skill must be transferred to the company itself. For it is the organization that must own this and manage the scorecard on an ongoing basis.”

Johnson Controls aims to meet its customer-focused objectives through a customer-centric scorecarding process. “Although I understand that the measures you choose for a conventional balanced scorecard are influenced by the strategy, we believe the clarity of the objectives would get lost in roll-out,” says Barry Varcoe, formerly Director, Programme Management.