A blueprint for translating your business strategy into operational objectives, measures and targets

"Immensely practical. It gives clear guidelines, useful examples and plenty of level-headed advice about what to do and what not to do. It will help companies enormously to avoid the pitfalls in creating a balanced
scorecard.”  Penny Jarvis, Director, Egremont

Discover how to create a strategy map and a balanced scorecard: The strategy map tells you where you want to go. The balanced scorecard explains how you are going to get there. This report tells you exactly what to do at every stage of the process - from designing and running scorecard workshops, to selecting strategic objectives, measures and targets, to overcoming resistance to change.

How to build strategic focus: Learn how to provide every individual team and department with a clear understanding of how what they do impacts on overall corporate performance. This report reveals all you need to know about cascaded scorecards, personal scorecards, support function scorecards, aligning compensation and rewards to the balanced scorecard and more.

How to develop a scorecard that reflects and drives your organization’s strategy: This report is packed with detailed examples of leading organizations that have successfully adapted the classic Kaplan/Norton format to meet their specific needs.

How to secure top management buy-in: Only by demonstrating why the scorecard will help your organization deliver its strategy will you win all-important support from the top. Find out how to identify and communicate both long and short-term benefits to get the CEO and other senior managers behind the programme.

Who should manage the scorecard programme? – the key issues: Senior management sponsorship is critical, but who should manage the programme on a day-to-day basis? This report looks at the roles and the skills and strengths required by the programme steering group, programme team, programme manager, executive sponsor and balanced scorecard champion.

The role of management consultants: External consultants can clearly help your scorecard programme stay on track, but at the end of the day it’s your organization’s scorecard and you have to use it. Learn how to work with consultants to ensure that your organization is the owner of the scorecard and that knowledge is transferred from them to you.

Key lessons in automating a scorecard: Scorecard software is no substitute for the intensive process of building and developing a strategy map and scorecard, but IT can bring benefits. This report presents eight key steps for developing an IT strategy to support scorecard implementation, plus expert advice on when to automate and how to choose the right software.