Mapping Strategy with the Balanced Scorecard

1 February 2005

8:30 REGISTER AND COFFEE

9:00 WELCOME AND OVERVIEW
Dr David P. Norton, in an exclusive address to participants via videotape, will share his personal insights on the Balanced Scorecard (BSC) and how to become a Strategy-Focused Organisation.

BALANCED SCORECARD CONCEPTS AND PROCESS
Discover how the Balanced Scorecard solves the challenge of strategy implementation. Learn BSC terminology, the four business perspectives, the importance of cause and effect linkages, the 6- step BSC process, and the recommended BSC project timetable.

BREAK

PROCESS PREPARATION AND STRATEGY MAPPING
Identify your high level strategic goals for the next 3-5 years to build success in your organisation. Understand how to identify and select successful BSC design teams. Master the strategy mapping process by defining strategic themes, identifying objectives, and developing cause and effect relationships between objectives.

13:00 LUNCH

14:00 BREAKOUT EXERCISE: STRATEGY MAPPING
This is your chance to build a strategy map. A Harvard Business School case study for Wells Fargo Online Financial Services will provide the background and context for this hands-on exercise. Practice the concepts presented during the morning, solidify the learning to date, and put it to practical use! (Afternoon refreshments provided during the interactive session)

BREAKOUT EXERCISE: PRESENTATION
The groups will come together and share their progress in presentations giving delegates the chance to both challenge and learn from the work done by their fellow participants.

THE BSC WORKSHOP
Learn the objectives and importance of – and how to conduct – this critical executive meeting.

RECAP OF DAY ONE

17:30 COCKTAIL RECEPTION

OPTIONAL ONE-ON-ONE CONSULTATIONS WITH BSCOL PRACTITIONERS

2 February 2005

8.45 COFFEE

9:00 IDENTIFY MEASURES
Assign measures to each objective on the scorecard to track performance against your objectives. Discuss the unique use of measures in BSC design ‘to communicate, not to control’. Understand the distinction between lead and lag measures, the criteria that should be used when selecting measures, and discuss the challenges presented by measures development.

BREAKOUT EXERCISE: MEASUREMENT CASE STUDY
Develop measures for the objectives on the strategy map created by Wells Fargo Online
Financial Services.

BREAK

IDENTIFY TARGETS
Setting stretch targets for established measures is critical to communicate the need for performance changes. In this session we will identify steps for setting targets, what appropriate targets should include, and how to gain acceptance for aggressive targets.

INVENTORY AND PRIORITISE INITIATIVES
Align all of the programmes and projects in your organisation to your Balanced Scorecard. By mapping strategic initiatives you ensure that your organisation is spending time and money on the actions and programmes that will achieve the strategy. Learn how to inventory, map, prioritise, and align your initiatives.

13:25 LUNCH

14:20 BREAKOUT EXERCISE: MAPPING STRATEGIC INITIATIVES
Using the Wells Fargo case, map strategic initiatives to the objectives of the BSC.

GETTING TO FIRST REPORT
A significant milestone in your BSC programme is to hold the first review meeting. Learn how to develop the first report and organise a leadership meeting around your organisation's progress with executing strategy.

BREAK

BECOMING A STRATEGY-FOCUSED ORGANISATION
Learn how to apply the components of your BSC to become a Strategy- Focused Organisation. You will come away with an understanding of the road map ahead and the ability to translate the BSC into action to achieve
breakthrough results.

SUMMARY OF KEY LEARNING POINTS FROM SEMINAR

17:30SEMINAR CONCLUDES

BSCol PRACTITIONER CONSULTANTS
Our faculty are professional consultants and certified trainers with Balanced Scorecard Collaborative (BSCol). All faculty members have extensive practitioner experience in the field offering far more valuable insights than traditional training.

Gaelle Lamotte is Managing Director of the Balanced Scorecard Collaborative in the UK and previously worked for Renaissance Worldwide and for Monitor Company. Gaelle holds an MBA from INSEAD and a BA in commerce from McGill University in Canada and has ten years of experience in the field of strategy execution and performance management.

Trish Heald is an experienced business advisor with particular focus on facilitating leadership teams to tackle challenges in strategy, structure, business planning, and performance measurement. Previously, Trish was a senior analyst at Mars Inc, and a business-planning manager at Thorn Plc. Trish is particularly interested in applying
concepts of strategy management in the marketing and customer management area.

Sarah Wicks is an experienced consultant with over 6 years experience of working with senior management teams to create the capability to implement strategy and enable longterm organisational performance improvement. She is particularly focused on how the governance processes can be more closely aligned together and how to build a strategy management core competency within companies.

Catherine Jackson has more than 13 years of management consulting experience in the implementation of strategic change, with particular emphasis on delivering significant measurable performance improvement. She has facilitated the development and implementation of Balanced Scorecards at corporate, divisional and business unit levels across three continents and many industries. A key area of interest for Kit relates to human capital issues and strategy execution.