Making Balanced Scorecards and Performance Management Work

Making Balanced Scorecards and Performance Management Work Workshop

This workshop looks at the practical implementation issues of balanced scorecards and how to make performance management work in organisations. The course builds on the introduction workshop “Creating a Balanced Scorecard and a Performance Management Framework�and is designed to give participants who attended the introduction course or who already have a sound understanding of these tools a practical understanding of how to successfully implement them. Delivered by world-leading expert Bernard Marr, this workshop explores how to align the organization with the scorecard, how to cascade scorecards throughout the organization and how to maximise the benefits of any implementation by creating a performance driven culture in which performance management becomes everyone’s everyday job.

“Making Balanced Scorecards and Performance Management Work�is designed, delivered and constantly updated by the Advanced Performance Institute, which ensures that participants will get the latest insights based on a wealth of real life implementation experience. Balanced scorecards, strategy maps, and strategic performance management processes are powerful organisational tools that help to visualise, communicate, and implement strategy. However, many organisations fail to gain the maximum benefits from these tools even when they have designed a meaningful corporate scorecard. The reasons for this are usually a weak alignment of the strategic objectives with other management processes, weak or missing cascades of the top-level strategy to lower level units, and a missing performance culture. This practical and interactive workshop will provide practical tools and templates to address all these issues.

· Firstly, best practice scorecard deployments recognise the importance of ensuring that scorecard objectives are aligned with other management processes across the organisations, including planning and budgeting, risk management, performance reporting and project and programme management. This workshop will outline how the balanced scorecard can be aligned with these management processes.

· Secondly, it is important that objectives and measures are cascaded throughout the organisation in an appropriate way in order for performance objectives to become meaningful to departments and individuals working further down in the organisational hierarchy. Many balanced scorecard and performance management implementations are done on the top level and then never cascaded into the organisation.

· Thirdly, it is critical to create the right organisational environment �a so-called performance driven culture to ensure performance information is turned into relevant insights to inform decision making and learning.

All these issues contribute to the fact that in many organisations performance measurement is seen as a ‘tick-box�exercise in which the main emphasis is on reporting, and not necessarily on extracting real management insights, better strategic decision making and improved organisational performance. The results of poor implementations are resistance to measurement, the ‘gaming�of numbers, and overall dysfunctional behaviour. This interactive course will focus on how to extract more value from your balanced scorecard and performance management initiatives.

Key Learning Points

· Re-cap of strategic performance management, balanced scorecard and strategy maps
· Advanced strategy mapping - how to create and cascade value creation maps throughout the organisation?
· Aligning your organisation �how to align the balanced scorecard with other management processes?
· Performance-driven culture �how to create an organisational environment in which performance management and learning becomes everyone’s everyday job?
· Aligning planning and budgeting, project and programme management, risk management, and performance reporting
· Aligning reward systems, organisational structures, and the organisational culture

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