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Balanced Scorecard

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The Balanced Scorecard tool, developed by Kaplan and Norton, marked a mini-revolution in the way a company’s key indicators are set for at least two reasons. 

First, it’s balanced between financial and non-financial indicators.

Second, it’s forward-looking. As such, it focuses on factors that drive future performance rather than on the purely financial side, which represents yesterday’s achievements. 

You can use it once the company’s strategy has been set. It gives you the means to find the right levers for successful implementation. 

A balanced scorecard addresses 4 perspectives:

  • Finances
  • Clients
  • Internal processes
  • Learning and development

For each of these, you’ll use a previously defined strategy to set objectives and the associated performance indicators.

Each participant will then share their views on these different perspectives in order to generate a specific list of objectives and associated indicators that will enable you to steer your corporate strategy.

Suggestions and variations

Ideally, you’d run through an icebreaker activity to get people talking.

You’ll have to have framed the strategy ahead of time. To do this, you can use the SWOT Matrix to assess the situation, followed up with tools like Ansoff Matrix, the Innovation Matrix or even the 3 Horizons.

Board
5 to 30 min
2 to 30
Expert
Exploration
Identify the right indicators for evaluating your company’s performance and achieving strategy success.
The flagship method that revolutionised performance indicators by focusing both on the financial performance and the main levers that make it possible.