How to Launch Your Balanced Scorecard Program Making the Case at the Executive Level Jeff Clements Arun Dhingra
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1 How to Launch Your Balanced Scorecard Program Making the Case at the Executive Level Balanced Scorecard Collaborative NetConference February 26, 2004 For More Information Contact: Jeff Clements Arun Dhingra
2 Today s Agenda Why Making the Case at the Executive Level Must be Priority #1 How Mobilizing the Executive Team Fits into the SFO Framework Six Elements to Securing Executive Buy-in to a BSC/SFO Program Questions & Answers _ExecMobilization_NetConf_Feb2004-v2.ppt 2003 Balanced Scorecard Collaborative, Inc. bscol.com
3 Today s Agenda Why Making the Case at the Executive Level Must be Priority #1 How Mobilizing the Executive Team Fits into the SFO Framework Six Elements to Securing Executive Buy-in to a BSC/SFO Program Questions & Answers _ExecMobilization_NetConf_Feb2004-v2.ppt 2003 Balanced Scorecard Collaborative, Inc. bscol.com
4 Why Securing Executive Commitment is the Most Important First Step Our experience tells us that lack of strong executive commitment to a BSC/SFO program is the most common reason for failure. Execution of strategy is the CEO and Executive Leadership Team s (ELT s) ultimate responsibility and they must view the BSC/SFO program as the best way to get a handle on the strategy and their leadership agenda. A BSC/SFO is far more than just a metrics exercise, it s a new way of managing strategy. The CEO and ELT must be committed to this new method of management. CEO and ELT need to understand the longer-term ramifications of adopting an SFO program and its various principles. They should understand the journey ahead before proceeding down the path. Change is never easy establishing a high degree of commitment and buy-in upfront helps maintain forward momentum _ExecMobilization_NetConf_Feb2004-v2.ppt 2003 Balanced Scorecard Collaborative, Inc. bscol.com
5 Securing Executive Commitment is Always the First Step, Regardless of How the Program is Introduced Oftentimes the BSC/SFO program is introduced by someone who is not a member of the ELT Must create awareness for the CEO and ELT about the BSC/SFO concepts Need to help the CEO and ELT understand how a BSC/SFO program is relevant for their organization Because 50% of BSC s are not implemented correctly, sometimes need to correct misconceptions about the BSC Even in those instances in which the CEO introduces the BSC/SFO concept to the organization Need to develop a critical mass of support and enthusiasm for the BSC/SFO among remaining members of ELT Even the CEO needs to understand how the BSC/SFO will specifically benefit his/her organization in the near-term and longer-term Often a desire to benchmark the organization s current strategic management practices against best practice companies _ExecMobilization_NetConf_Feb2004-v2.ppt 2003 Balanced Scorecard Collaborative, Inc. bscol.com
6 Today s Agenda Why Making the Case at the Executive Level Must be Priority #1 How Mobilizing the Executive Team Fits into the SFO Framework Six Elements to Securing Executive Buy-in to a BSC/SFO Program Questions & Answers _ExecMobilization_NetConf_Feb2004-v2.ppt 2003 Balanced Scorecard Collaborative, Inc. bscol.com
7 How Executive Mobilization Fits into the SFO Framework TRANSLATE STRATEGY INTO OPERATIONAL TERMS Mission/vision Strategy maps Balanced Scorecard Targets Initiatives 2 Management 1 MOBILIZE CHANGE THROUGH EXECUTIVE LEADERSHIP CEO sponsorship Executive team engaged New way of managing Accountable for strategy A performance culture Today s Topic ALIGN THE ORGANIZATION TO THE STRATEGY Corporate role Corporate - SBU SBU - shared services External partners Strategy 3 5 Process 4 MOTIVATE TO MAKE STRATEGY EVERYONE S JOB Strategic awareness Goal alignment Linked incentives GOVERN TO MAKE STRATEGY A CONTINUAL PROCESS Linked to budgeting Linked to management Management meetings Feedback system Learning process The Balanced Scorecard is the framework at the center of a Strategy-Focused Organization _ExecMobilization_NetConf_Feb2004-v2.ppt 2003 Balanced Scorecard Collaborative, Inc. bscol.com
8 Today s Agenda Why Making the Case at the Executive Level Must be Priority #1 How Mobilizing the Executive Team Fits into the SFO Framework Six Elements to Securing Executive Buy-in to a BSC/SFO Program Questions & Answers _ExecMobilization_NetConf_Feb2004-v2.ppt 2003 Balanced Scorecard Collaborative, Inc. bscol.com
9 Activities Designed to Help Foster Commitment to a BSC/SFO Program Through working with clients we have identified six activities that can help increase awareness about the BSC/SFO and secure commitment to the program 1. Establishing a shared vision with the CEO about how the BSC/SFO is inextricably linked to his/her core strategic agenda 2. Conducting executive education on key BSC/SFO concepts 3. Valuing the benefits that can be achieved through a successful BSC/SFO program 4. Analyzing the costs/risks of not achieving the stated strategy 5. Assessing how well the organization currently manages strategy as compared to best practice organizations 6. Estimating the near-term and longer-term resources required to successfully implement a BSC/SFO program _ExecMobilization_NetConf_Feb2004-v2.ppt 2003 Balanced Scorecard Collaborative, Inc. bscol.com
10 1. Establishing a shared vision with the CEO about how the BSC/SFO is inextricably linked to his/her core strategic agenda Seek first to understand the CEO s key goals and leadership agenda. Show that the end-result of a BSC/SFO program is superior strategy execution of that leadership agenda. BSC/SFO is not a simple metrics of KPI exercise. Ultimate ownership of the BSC rests with the CEO and his/her ELT. Set expectation that the CEO and ELT must be part of the development process. Cannot delegate all the work to a project team. Sometimes a high-level strategy map helps illustrate how the organization s strategy can be articulated through a BSC _ExecMobilization_NetConf_Feb2004-v2.ppt 2003 Balanced Scorecard Collaborative, Inc. bscol.com
11 2. Conducting executive education on key BSC/SFO concepts Half of the companies claiming to use a BSC are doing it wrong. Must clear up any incorrect pre-conceived notions about what a BSC is and is not BSC is not an executive dashboard The BSC is familiar to many executives, but the five principles of the SFO are not as commonly understood Any education session should be tailored to the unique issues and challenges facing the organization and its industry. Purely academic and generic education not as impactful Time should be allotted for the CEO and ELT to ask questions and figure out how a program might be deployed in their organization _ExecMobilization_NetConf_Feb2004-v2.ppt 2003 Balanced Scorecard Collaborative, Inc. bscol.com
12 3. Valuing the benefits that can be achieved through a successful BSC/SFO program: Strategy Upside Qualitative benefits such as alignment and focus are real and powerful, but many executives prefer a quantitative measurement of breakthrough results Strategy Upside measures the potential impact of effectively implementing strategy, and is based on current 3-5 years projections, and their underlying assumptions. Underlying assumptions in the valuation should be shared with and debated by key stakeholders, so the best possible valuation can be developed Work with organization s internal finance and operations teams to estimate the value of a BSC/SFO program and then build consensus with the CEO and ELT so that they own the result _ExecMobilization_NetConf_Feb2004-v2.ppt 2003 Balanced Scorecard Collaborative, Inc. bscol.com
13 4. Analyzing the costs/risks of not achieving the stated strategy: Strategy Risk It is important to understand the POPSE (Price of Poor Strategy Execution) An element of the POPSE is the opportunity cost of not achieving the organization s strategic plan or breakthrough results Other elements of Strategy Risk: Loss of investor confidence Diminished workforce morale Confusion created from shifting strategic focus Erosion of CEO and ELT s credibility Once lost, these other elements are difficult to regain _ExecMobilization_NetConf_Feb2004-v2.ppt 2003 Balanced Scorecard Collaborative, Inc. bscol.com
14 5. Assessing how well the organization currently manages strategy as compared to best practice organizations Even if an organization does not use the terms BSC or SFO, they may be following some of these principles It is important to understand what strategy management practices the organization currently performs well A benchmarking of strategy management practices helps prioritize which principles to focus on first, and therefore forms the basis for the near term project plan The assessment covers all aspects of the SFO principles, and so prepares the ELT to understand what is needed to achieve the targeted breakthrough results _ExecMobilization_NetConf_Feb2004-v2.ppt 2003 Balanced Scorecard Collaborative, Inc. bscol.com
15 6. Estimating the near-term and longer-term resources required to successfully implement a BSC/SFO program Before committing to a longer-term SFO program, the CEO and ELT need a basic estimate for the time and resources required Near-term (3-6 month) resources to develop a BSC can be estimated with great accuracy Longer-term (6-18 month) resources for an SFO program are harder to predict with certainty, but ranges can be determined Determine the mix of internal and external resources needed to be successful _ExecMobilization_NetConf_Feb2004-v2.ppt 2003 Balanced Scorecard Collaborative, Inc. bscol.com
16 Engineering Executive Buy-In: The Executive Insights Workshop overcomes lack of focus, inertia, fear of change, hidden agendas, etc. EIW CEO CEO EVP-CB CFO EVP-CB CFO HR&A Executive Team Different views of issues and priorities EVP-CLO HR&A Executive Team Held together by a shared view EVP-CLO SVP-CD SVP-CIO SVP-CIO SVP-FS SVP-CD SVP-FS Pre Mobilization Activities Post Mobilization Activities _ExecMobilization_NetConf_Feb2004-v2.ppt 2003 Balanced Scorecard Collaborative, Inc. bscol.com
17 Today s Agenda Why Making the Case at the Executive Level Must be Priority #1 How Mobilizing the Executive Team Fits into the SFO Framework Six Elements to Securing Executive Buy-in to a BSC/SFO Program Questions & Answers _ExecMobilization_NetConf_Feb2004-v2.ppt 2003 Balanced Scorecard Collaborative, Inc. bscol.com
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