ESSENTIALS of Balanced ScorecardMohan phần 2 ppsx

the Balanced Scorecard.2It is formalism, a method that translates strategicthemes to actionable and measurable objectives that are ready for tion at all levels of the organization.. Henc

•Management The art and science of motivating, coaching, and

enabling individuals and teams in the achievement of an objective

•Direction setting The art and science of discovering strategic

directions that are unique and differentiating in the place, communicating this to all levels in the organization inthe form that they can identify and co-relate their day-to-dayactions to the goals

market-Many organizations are fearful of measurement because it symbolizesaccountability and, in some ways, documents a weapon to terminateemployees

But if we believed ourselves to be in the same boat, trying to take on

a new journey to a new land, we would measure where we are and howfar we have to go The basis for any action plan is knowledge Knowl-edge, using Balanced Scorecard, is purposeful and focused on strategicaction—that is, translating strategy into day-to-day action plans andinitiatives

Corporations, both big and small, can fail for several reasons But themost significant cause of failure is not a lack of strategy, but the incapac-ity to execute on a balanced strategy Balanced Scorecard exists to servethis incapacity

Its founders, Professor Robert Kaplan, from Harvard BusinessSchool, and David Norton, a consultant, put together a research study toevaluate and understand new methods for measuring performance.Theyassembled key organizations to help them formulate this understanding.The teams set about to formulate a new method that would not rely somuch on just financial metrics as measure but would show a balance offinancial and nonfinancial perspectives The outcome of this process is

O v e r v i e w

the Balanced Scorecard.2It is formalism, a method that translates strategic

themes to actionable and measurable objectives that are ready for tion at all levels of the organization

execu-In good times, profits soar and corporations seldom care why orwhat causes success Often, they believe that being in the “right place,right time” is O.K When these businesses turn sour, they scramble foranswers It seems that, in great times, corporations don’t listen to any-

• Is our strategy one-sided and only focused on financial gains and targets?

• How do we know if the measures that we review are looking far ther ahead or just lagging indicators of past per formance?

• Do our measures and goals cover all aspects of the enterprise,

or are they just based on the structure of our corporation, that

is, are they just data from silos of business units measuring their unique targets?

• Do we really understand what drives our business?

• Do we have a handle on what actions cause other results?

a Andra Gumbus and Bridget Lyons, “The Balanced Scorecard at Phillips

Electron-ics,” Strategic Finance, access at www.bettermanagement.com/librar y.

T I P S & T E C H N I Q U E S

thing.When times get rough, they seem to listen to everyone and use anymethod to get themselves out of trouble.

Management is the art of knowing how and what to deploy duringboth rough and good times because management is acyclic in behavior.Balanced Scorecard is one such methodology that identifies and formal-izes the main drivers to the business and provides a quick view of yourcorporation’s strategic health

Balanced Scorecard is focused on uncovering the main nonfinancialdrivers of the business, along with the economics of the business Bal-anced Scorecard shows you a way to make strategy actionable As aframework for action, it can be updated and creates a renewable method-ology and framework

Consider Exhibit 1.1, which illustrates the issues surrounding a gic framework for action Usually, strategic planning exercises drive for

strate-aligning vision, mission, values, and strategy.They also discuss items such as

competencies, strengths, weaknesses and opportunities, and threats Thismethod is often called SWOT analysis, which is a way for organizations

Objectives Strategic

themes Competencies

Gap?

Mission, vision, values

Where Balanced Scorecard Fits

to ensure that all elements of the business are incorporated into a gic plan in the marketplace Hence, the exercise usually covers the inter-nal and external challenges that a corporation is facing and will face, in anattempt to look ahead and find the next big thing.

strate-Meanwhile, the corporation is running along driving to currentmeasures at the operational level, and the challenge comes when the se-nior management wishes to drive new strategies into the organization.BSC fits this purpose of providing a framework for aligning strategy tothe tactics, with corresponding objectives and measures Exhibit 1.1shows the gap filled by the BSC

Corporations have always measured things that matter to them Hence,

to claim that any methodology enables the measurement of the right

things is ludicrous and somewhat condescending to preceding methodsthat have been introduced

It would seem that corporations sometimes measure too much ofsome things and too little of others It would also seem that many ofthese measurements are unintegrated, serve the wrong goals, and form aparadox within the corporation where forms of measurement competewith each other, falling short of the overall strategic goals of the corpo-ration Many corporations lack an overarching model for monitoring,measuring and managing the business Balanced Scorecard offers a broadand overarching skin to the structural architecture of the business

There are two forms of strategic paradox in strategy formulation and

execution:

1.Mistakenly viewing strategy as operational effectiveness

2.Mistakenly assuming that strategy and actions in an organizationare always aligned

6

E S S E N T I A L S o f B a l a n c e d S c o r e c a r d

According to Professor Michael Porter, strategy has been viewed in the

context of operational effectiveness Using the language of activities, he has

outlined a way to differentiate between strategic positioning and tional effectiveness.3Using activities, operational effectiveness is perform-ing similar activities better than rivals, while strategic positioning isperforming different activities or performing similar activities differently.When organizations do anything that appears to be a competitive advan-tage using operational effectiveness, others often follow W Chan Kim,Boston Consulting Group Bruce D Henderson professor of InternationalManagement at INSEAD in Fontainbleau, France, and Renee Mau-borgne, a senior research fellow at INSEAD, put it well:“The trouble withforging a highway is that if you are right, imitators will follow.Then youare back into protecting your base and become subject to conventionalwisdom.”4 Professor Porter emphasizes that benchmarking only makescompanies similar Porter emphasizes the value of strategic positioningover operational effectiveness (see Chapter 4) Just using Balanced Score-card to identify and improve the activities in a company of the businessdoes not forge a competitive advantage However, there is tremendousvalue in using BSC to align the entire organization to strategy

Many executives lock themselves in conference rooms or resort hotelrooms to uncover their organizational strategy But strategy formulatedwith no regard to strengths and weaknesses in capability is blind strategy.The true power of strategy can only be expressed in work performed.Hence, the real challenge seems to be, not only strategy formulation, butalso the ability to create an operational framework to execute the strat-egy Many executives tell me that the most important competency of all

is the competency of being able to execute on goals

Furthermore, the business world is guided by change.And change can

affect business models drastically Mergers and acquisitions can transform

O v e r v i e w

the competitive landscape as power shifts Hence, sticking to a looking strategy when strategic variables change can be dangerous Forcompanies to be effective, they must have as much ability to change theirstrategy as to formulate one.This is characterized by several capabilities:

good-•The ability to formulate strategic thrusts or themes—that is, eral key strategic differentiable objectives for focus and strength

sev-•The ability to institutionalize and operationalize these thrustsinto key activities or sets of activities if performed would en-hance and enable the key strategy

•The ability to change the emphasis and manage resources of thesestrategic thrusts adapting the underlying set of activities quicklyStrategy without strategic alignment to key organizational activitiesrenders organizations impotent The strength of a resilient organizationcomes from its ability to change its strategic thrust and reflect it in ac-tions and corresponding performance measures This connection be-tween strategy, strategic thrusts, and activities can be achieved using BSC.For example, consider a high-technology CRM company that competes

in the fast-paced contact information business.This company might havethe following elements to strategy alignment:

•Strategy Dominate, with 60 percent share, the XYZ market by

building a direct consumer focus

•Strategic thrusts

• Be the leader in direct consumer marketing

• Establish and dominate in customer service

• Align with larger player by providing the most reliableCRM subsystems for them

•Key activities Activities serving strategic thrust are

• (a1, a2, a4)

• (a4, a5, a8)

• (a4, a9, a7) where a = key activity like “provide contactmanagement at lowest cost”

8

E S S E N T I A L S o f B a l a n c e d S c o r e c a r d

Exhibit 1.2 illustrates such a strategy with emphasis in order ofpriority.

Michael Tracy and Fred Wiersema,5 authors of Discipline of Market Leaders, list three strategic thrusts to market leaders:

1.Operational excellence

2.Product leadership

3.Customer intimacyVarious sets of activities, if optimized and combined in the right way, canmake these themes actionable Meanwhile, management will establishthe priority of the strategic thrusts as shown in the Exhibit 1.2

In actual truth, the emphasis of activities with respect to the themes

is shown by the dashed lines in Exhibit 1.3.This exhibit illustrates the ganization’s focus with respect to its emphasis on one axis or the other.For example, the organization states that its focus is customer over oper-ational power.A Paradox Map compares where resources should be em-phasized to achieve the strategy of the company against what work iscurrently being performed

or-O v e r v i e w

E X H I B I T 1 2

Leader in direct consumer marketing

Align with larger player Dominate in customer service

Emphasis as per executive leadership impression and direction

Strategic Themes

One of the greatest challenges that BSC solves is misalignment tween the strategy and the real work being performed BSC avoids thestrategic paradox in which the CEO thinks the strategy is working in ac-tion when in actuality, the strategy and the real work, as defined by theactivities of the organization, are not working in concert.

be-As Craig Weatherup of PepsiCo claimed, eventually strategy leads toprocesses because “capability comes only by combining a competencewith a reliable process.”6 Strategy is realized in the unique combination

of activities and processes, but the key tool for aligning strategy and theprimary activities of an organization is the Balanced Scorecard

Balanced Scorecard serves the needs of a large portion of the Fortune

1000 who are in deep need of making strategy actionable BSC is alsodesigned to ensure that performance metrics and strategic themes arebalanced with financial and nonfinancial, operational and financial, lead-ing and lagging indicators

10

E S S E N T I A L S o f B a l a n c e d S c o r e c a r d

E X H I B I T 1 3

Leader in direct consumer marketing

Align with larger player Dominate in customer service

Emphasis as per executive leadership impression and direction

Real emphasis of resources

Paradox Map

Organizations seek to translate strategy to key actions A syndromeamong many companies called strategic paradox can slow progress.Thissyndrome manifests itself in the form of disparate, disconnected actions

in the core of a company when the upper management believes that the company is acting on a strategy and that the strategy and actions in theorganization are always aligned.The paradox expresses itself as a misun-derstood strategy Balanced Scorecard attempts to remove this paradoxand align all activities to the true purpose of the strategy

O v e r v i e w

What Is Balanced Scorecard?

C H A P T E R 2

After reading this chapter, you will be able to

•Understand what a Balanced Scorecard is

•Understand why the methodology balances the factors thatinfluence strategy

•Understand what a strategic thrust or theme is

•Understand what corporate performance measurement is

•Understand the four perspectives behind the Balance Scorecardmethodology

•Understand what strategy mapping is and its relationship tocause and effect

As the name implies, Balanced Scorecard (BSC) is a methodology to

solve challenges in balancing the theories of a strategy with its ecution It has the following characteristics:

ex-•Its methodology is suited for managing business strategy

•It uses a common language at all levels of the organization

•Is uses a common set of principles to manage day-to-day ations as well as to framework the company’s strategy

oper-•It is designed to identify and manage business purposes

•It provides a balance between certain relatively opposing forces

in strategy:

• Internal and external influences

• Leading and lagging indicators and measures

• Financial and nonfinancial goals

• Organizational silos focused on their own goals and an arching framework of goals

over-• Finance priorities and operations

•It aligns strategic goals with objectives, targets, and metrics

•It cascades to all levels of the organization

In a nutshell, then, BSC takes strategy from theory to action BSC is not

a measurement system per se; it is a directional tool for translating egy into action at all levels of the organization.At its root is the principle

strat-of motivated action—that is, granting the individuals and teams within the

organization the ability to know that their actions feed a strategic focusevery day Measurement, often the first thing that comes to mind whenconsidering scorecards, is really second to this principle Great corpora-tions believe in measurement, but only as a motivating instrument.Just as important, BSC has been shown to be effective as a founda-tion to good management practices beyond measurement and scoring.AChartered Institute of Personnel and Development (CIPD) three-yearstudy was targeted at understanding how good management practices in-fluence performance Twelve companies were observed in this study—companies whose employees are stimulated to do their jobs and servecustomers Greater performance levels were found in six of the compa-nies All six used BSC or a comparable method.1

It is often stated in business that focus is the key to achieving a goal.Hence, the natural effort of senior management is to cut anything that

14

E S S E N T I A L S o f B a l a n c e d S c o r e c a r d

does not fit the goal Analogies like “being laser-like” or “putting thewood behind the arrow” speak to the ideas of singularity in goals andfocus Some of these analogies actually speak to the art of war and to bat-tle strategies as comparatives And in fact, on the ground level sales andmarketing battles do need this kind of focus But strategic focus is built

on another set of analogies that are more applicable—not a single focusbut a focus on specific competencies applied to a small set of strategicthemes On an organizational level, the battle of strategy cannot be one

of singular focus, because the elements necessary to perform a strategydemand balance—a balance of activities within the organization toachieve the tactical wins

British forces in Singapore during World War II focused all their fenses toward the sea to guard against Japanese attacks Believing that theJapanese would attack from the South China Sea, the British forces wereimbalanced in their strategic intent The Japanese forces, after carefulconsideration, walked into Singapore via a short three-quarter milecauseway located to the north that connected the Malayan peninsula toSingapore.The Japanese conquered the small but strategic port.The lack

de-of a balanced view de-of the corporate theater could cause similar results.Battle strategies teach us that strategic and tactical wins must buildmomentum and also competencies for future battles Today, battles arenot won the way they were many years ago.Today, forces must win mul-tiple battles at the same time in multiple theaters with limited budget andresources

Balance between Internal and External Factors

Organizations that build competencies for tomorrow while winning the

battles of today are responding to the need for balance Organizations

who understand balance acknowledge and exploit both the internal andthe external factors when assessing their strategy Many times, organiza-tions only focus on the internal aspects of their business—that is, the

W h a t I s B a l a n c e d S c o r e c a r d ?