balanced_scorecard_templates (1).xls

8/9/2019 Balanced_Scorecard_Templates (1).xls

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Balanced Scorecard Project

Templates Menu

Templates are commonly used as a tool to assist in building the Balanced Scorecard.

For example, we can use a template to construct the Strategic Map for each Strategic

Theme. This Excel Worboo contains se!eral templates to help you de!elop a Balanced

Scorecard. The templates are clean, simple spreadsheets that you can modify easily.

"dditionally, the templates are arranged in se#uence according to the flow of the

de!elopment process. Templates $ through $% are used to help design the Balanced

Scorecard while templates $& through $' are for information purposes only.

Template Title (urpose

$ Basic checlist of strategic information you need to collect

) Timeline for Six Step *e!elopment (rocess

+ Basic checlist to follow in forming three team approach

% ritical issues that ore Team must complete

& Basic template for listing your strategic goals

- heclist to test that you ha!e a good set of strategic themes

Four layer map for plotting and connecting strategic ob/ecti!es

' Template for defining and testing each measurement

0 ompile attributes for each measurement in the Scorecard

$1 ompare outcome measures !s. dri!er measures

$$ 2uic checlist for determining targets

$) ompile selected attributes for programs

$+ 3rid for e!aluating programs against strategic ob/ecti!es

$% Summary of 4b/ecti!es 5 Measurements 5 Targets 5 (rograms 6

$& Summari7e ontrol !s. Strategic Management (rocess

$- Basic generic model for building ob/ecti!es and measurements

$ Summary of measurement types and examples

$' 8oll out plan for organi7ational wide implementation of scorecard

6 this is the final balanced scorecard

(repared by9 Matt :. E!ans, (", M", FM

*ate (repared9 "pril )$, )11$

;ot sub/ect to copyright, feel free to modify or change these worsheets.

Forwardag >ead omparison

Target heclist

(rogram "ttributes

(rogram Selection 3rid

4 ? M ? T ? ( Summary

ontrol !s. Strategic

3eneric Model

Measurement Basics

=mplementation (lan Example


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Process Inputs Checklist

Company Related Information Sources:

urrent Strategic (lan@sA

urrent Financial (lan@sA

urrent Mareting (lan@sA

urrent 4perating (lan@sA

"nnual 8eports

2uality =mpro!ement (rograms

ustomer "nalysis

=nter!iews with Executi!e Management

4ther (lanning *ocuments9




Industry Related Information Sources:

ompetiti!e "nalysis

=ndustry Trend "nalysis

Technology Trend "nalysis

Mareting Trend "nalysis

4ther =ndustry "nalysis9




CBac Forwardist of strategic information sources. This list can be used to help you get started.


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Development Timeline

Development Steps !eek "# $ % & ' ( ) * + , $- $$ $%

Step $9 Establish Strategic 3oals

Step )9 =dentify + to & Strategic Themes

Step +9 Build a Strategic Map

Step %9 *efine your Metrics D Targets

Step &9 =dentify your (rograms

Step -9 reate an =mplementation (lan

omments9

The six step de!elopment process will tae at least $) wees. 4nce completed,

the next step is to cascade out the Balanced Scorecard to other parts of the organi7ation basedon the =mplementation (lan. Three different types of teams are used within the process9

>eadership Team9 nderstands and articulates strategy, strongly supports the Scorecard.

ore Team9 Most important team since here is where most of the hard wor taes place ?

ollect and apply data, build maps, document the process, etc.

Measurement Team9 >ower le!el personnel who ha!e detail understandings about measurement.

CBac Forwardeadership Team.

=dentify strategic ob/ecti!es and de!elop maps for each themeMeet with full >eadership Team to appro!e strategic maps.

6 try to understand ahead of time how members in the >eadership Team mae decisions. ritical

#uestions to as include9 What are the financial strategic ob/ecti!esG What are the ob/ecti!es behind

ser!ing customersG What processes are important to meeting financial and customer ob/ecti!esG

5vervie4:

The ore Team is the primary team for building the Balanced Scorecard. The ore Team will becollecting and gathering information from a series of inter!iews with the >eadership Team.

ore Team members will also refer bac to strategic information sources as listed in Template H$.

4nce the ore Team has an understanding of strategic issues, they will document the

components of the Balanced Scorecard9 Strategic 3oals, Strategic 4b/ecti!es, Maps, etc.

4ne of the biggest challenges for the ore Team is to finali7e a Strategic Map for each

Strategic Theme and obtain appro!al from the >eadership Team.

CBac Forward Monthly 2uarterly Kearly 4ther

Step %: Define the sources for the measurement:=nternal documents 5 reports

External documents 5 reports

Special studies

(rograms

*atabases

4ther

Step &: Define ho4 the measurement is derived and reported:

alculation 8e#uired9

"ssumptions in alculation9

"!ailability of *ata9

urrently "!ailable

8e#uires some research

8e#uires extensi!e research

;ot "!ailable at this time

CBac Forward)

>+

>%

*egreeof

8eliability

"bilityto

Benchmar

8esponsibility

>ocation

Summari7e the attributes associated with each

measurement in the Balanced Scorecard


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Measurement /a2 /ead Comparison

Strate2ic 57jective /a2 5utcome Measure /ead Driver Me

.inancial

Most of &our financial

measures are outcomes

Customer Most of &our customermeasures are outcomes

Proce

sses

Mix of outcomes and drivers

/:8

Most of &our 'earning

ro)th measures )ill

drivers

omments9

" good balanced scorecard should consist of both outcome and dri!er type measurements

The two upper perspecti!es @ Financial and ustomerA will ha!e mostly outcome type

measurements. The lower two perspecti!es @=nternal (rocesses and >earning D 3rowthA w

include some dri!er type measurements. The >earning D 3rowth perspecti!e may include

se!eral dri!er type measurements. This worsheet categori7es your measurements and

CBac Forwardongterm Targets @+ to & yearsA stretch the organi7ation towards its strategic goals.

>ongterm Targets are established first before short term targets.

Financial related targets are established first before non financial targets.

Sources for Determinin2 Tar2ets:

Strategic goals

=ndustry benchmars 5 best practices

=ncremental impro!ement to existing performance le!els 6

;ew baseline must be established

4ther

4ther

6 =dentify performance gaps, areas where the organi7ation must reach a higher le!el9

CBac Forwarde!erage core competencies ? ross functional teams

CBac ForwardaggingA Measurements *ri!er @>eadingA Measurements

(ercent 3rowth in 8e!enues 8e!enue Mix

8eturn on apital ompetiti!e pricing !ariance

ustomer Satisfaction 8ating Training hours completed

(roduct ontribution Margin :ours spent with customers


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6@ample: Implementation Plan for 6ntire 5r2ani


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6@ample: Implementation Plan for 6ntire 5r2ani

balanced_scorecard_templates (1).xls

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