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Execution Excellence. Making Strategy Work Using the Balanced Scorecard. Edition No. 1

  • ID: 3610059
  • Book
  • May 2016
  • 288 Pages
  • John Wiley and Sons Ltd
A hands-on guidebook for making your strategy work with effective Balanced Scorecard design, deployment, and maintenance

Execution Excellence is the practitioner's guide to real-world implementation. Designed by a Balanced Scorecard (BSC) thought leader with 30 years of experience and over 300 global implementations under his belt across a range of industry sectors, this guide gives you a hands-on framework for putting the BSC methodology into action. Clear, concise, and easy to read, this book skips the theoretical exposition to get right to the point - how can companies use BSC to effectively deploy strategy and drive individual and enterprise performance? You'll find the answers here. The discussion outlines the ways in which firms commonly fail in implementing BSC. These failures can be traced back to common design and implementation flaws: making the process too complicated and focusing on the BSC process rather than the outcome. The discussion will also cover design optimization across a range of key industry sectors. You'll gain expert insight into avoiding these missteps and the practical tools and perspective you need to implement BSC correctly the first time.

While the Balanced Scorecard framework is widely accepted and praised, about half of firms that implement it fail to realize the full benefits. The fault lies not with the framework, but with the design, and more importantly - execution. This book gives you the information and tools you need to adopt BSC successfully.

  • Design a BSC that truly and simply reflects your strategy
  • Customize the BSC to reflect your industry's uniqueness
  • Define clear measurements and ownership that suit your strategy
  • Develop a framework for efficient data collection and reporting
  • Implement effective reviews to keep your business on track
  • Use your Balanced Scorecard data to close performance gaps

Developed in the early 1990s, the Balanced Scorecard framework has been recognized as one of the most seminal business ideas in the last 75 years. Thousands of companies around the world use BSC to create and maintain a performance-oriented enterprise, yet just as many try and fail. Execution Excellence shows you what you need to know and do to become a BSC success story.

Note: Product cover images may vary from those shown
Preface xv

Acknowledgments xvii


1 The Global Business Environment in Today’s Flat World: News Flows Faster than Water! 3

So Where Do We Go from Here? 5

What Does That Mean? 5

2 The Evolving Role of Strategy: Is Strategy Dead? 7

Blue-Sky Strategy 8

Back-to-Basics Strategy 8

3 Strategy Formulation: Building a Strategy that Works 11

External Assessment 12

Internal Assessment 12

4 Strategy Execution: It’s All About the Implementation 17

5 The Business Planning Process: Don’t Let the Process Overrun You 19

Ownership 21


6 Introducing the Balanced Scorecard: Circa 1992 and Still Going Strong 25

History 25

Basic BSC Framework 26

Design 29

Implementation 30

Cascades 30

Individual BSC 30

Using the BSC to Formulate Strategy 31

7 Challenges in Implementing the Balanced Scorecard Successfully: Time to Put on a Helmet! 33

General Challenges 33

Design Challenges 35

Implementation Challenges 37


8 Designing the Strategy Map: Keep It Lite 43

Introduction 43

Design Methodology 44

Strategy Map Design Components 45

Impact of Industry Customization and Support Functions on Strategy Map Design 49

Strategy Map Design for Nonprofit and Government Organizations 52

The Concept of the Linkage Model 52

Designing a Lite Version of a Strategy Map for Board Reporting: Strategic Themes 54

9 Defining Objectives: The Wordsmith’s Challenge 55

The Bad Way 55

The Good Way 56

Customer Objectives 58

10 Picking Owners: Four Executives Don’t Run a Company 61

Owning the Formulation 61

Owning the Execution 62

How Does Ownership Really Work in a BSC Meeting? 63

BSC Ownership versus Individual Performance Measures 64

11 The Art of Measurement: Lead, Lag, and How Many Are Enough 67

Introduction 67

Financial and Non-financial Measures 68

Lead and Lag Measures 69

Strategic versus Non-strategic Measures 69

Financial Measures 70

Customer Measures 70

Internal Perspective 72

Learning and Growth Measures 73

Measurement Formulas 74

Data Sources 75

What about Missing Data Sources? 76

How Many Are Enough? 76

12 Units and Frequency of Measurement: Stay Honest 79

Units of Measurement 80

Key Milestone Indicators (KMS) 80

Decimals 81

Frequency of Measurement 81

13 Target Setting: Actionable or Aspirational? 83

Target Intensity 83

How Many Targets to Set of Each Kind? 85

Target-Setting Benchmarks 86

Target Calculation 88

14 Initiative Alignment: Are You Overrun with Projects? 89

15 Designing Cascades: Top Down or Bottom Up 93

Introduction 93

The Next Level Cascade: Functional Organization 95

Multi-divisional Structures and Cascades 96

16 Aligning Individual and Enterprise Performance: Unlocking Human Capital 99

Introduction 99

The Right Way 100

Measures 101

Cascading Weights and Measures 102

Bands 103


17 Selecting the Right Balanced Scorecard Coordinator: Not the Audit Team, Please! 107

Introduction 107

The BSC Coordinator 108

Cascade Coordinators 113

18 Get Ready for the First Reporting: Sixty Days to Lift-Off! 115

Introduction 115

Timelines 115

The Accuracy of a Measure 118

You Missed the Start of the Year 118

19 How Should the First Meeting Run? And How Frequently? 121

Introduction 121

Deck Pre-distribution 122

BSC Coordinator’s Role 123

The Discussion 124

The Discussion on Initiatives 126

Meeting Closure 128

What about the Cascade Scorecard Meetings? 128

Conclusion 128

20 What About Scorecard Automation? Mobile and Dynamic Scorecards 129

Introduction 129

The Excuse to Automate 129

When to Automate? 130

Components of BSC Automation 131

The Automation Process: The Data Challenge 132

Benefits of BSC Automation 133

21 What Happens After a Meeting? Making Sure the Traction Lasts the Whole Month 135

Introduction 135

Circulation of Post-meeting Deck 136

Follow-up Action 136

Complaining 137

Ensure Cascade Alignment 137

Initiative Action 138

An Unfortunate Case Study: Blowing Up a $5 Billion Company 138

22 The Communication Challenge: It’s Like Keys to the Executive Washroom 141

An Unfortunate Case Study: Paper on the Walls 141

Start at the Design Stage 142

At the Reporting Stage 143

Board Reporting 143

Using It to Build a Training Agenda 144

23 What Happens If Performance Does Not Improve? Patience and Speed Go Together 145

Introduction 145

It’s Not a Formula 1 Car 145

What If There is No Cause and Effect? 147

Too Many Reds 148

The CEO Is Not Pushing the Agenda 149

The Ownership of the Strategy Is Wrongly Placed 150

24 Running a Best-in-Class Project Management Office: You Can’t Do It without a Command Center 153

Everything Is a Project 153

The Evolving Landscape of Project and Program Management 154

The Program Manager’s Role 155

An Effective PMO 155

PMO Knowledge Areas 156

PMO Process Groups 159

PMO Maturity Levels 160

PMO Types and Approaches 161

Critical Success Factors to Set Up an Effective PMO 162

Linking the PMO to Strategy through the Balanced Scorecard 163

25 Oops. The Strategy Has Changed: What Happens Now? 167

Introduction 167

Midyear Strategy Change 167

Annual Strategy Review 170


26 Conclusion 175

Make Your Strategy Positive 175

Execution Is about Focus 177

Focus and Measurement 178

Ownership 178

Stay on Track 178

Youth Matters 179

Gray Hair Matters 179

Appendix A: Industry and Function Specific Strategy Maps and Scorecards 181

Appendix B: Bank Case Study 227

Appendix C: Textile Company Case Study 235

Appendix D: Travel and Tourism Case Study 245

Appendix E: Illustrative Financial Measures by Industry 255

About the Author 259

Index 261

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Sanjiv Anand
Note: Product cover images may vary from those shown