Strategic Analysis using Balanced Scorecards for Performance Measurement

Course Title:

Strategic Analysis Using Balanced Scorecards for Performance Measurement

Course Subtitle:

Linking Strategy to Performance: Designing and Implementing Balanced Scorecards for Effective Organizational Measurement

Introduction:

In today’s competitive and fast-paced environment, strategic alignment and performance measurement are vital for organizational success. The Balanced Scorecard (BSC) provides a comprehensive framework to translate an organization’s strategy into clear objectives, performance indicators, and measurable results across multiple dimensions. This course equips professionals with the skills to design, implement, and utilize the BSC as a strategic tool for performance management and continuous improvement.

Course Objectives:

By the end of the course, participants will be able to:

• Understand the foundations and evolution of the Balanced Scorecard approach.

• Align performance measures with strategic objectives.

• Design balanced scorecards with clear KPIs across four key perspectives.

• Integrate the BSC into strategic planning and execution.

• Apply BSC in real-world scenarios and case studies.

• Monitor and review performance using scorecards to support decision-making.

Target Audience:

• Strategy and performance managers

• Business analysts and planners

• Department heads and team leaders

• Quality and performance management professionals

• Government and private sector professionals involved in strategic initiatives

• Consultants involved in organizational development and strategy execution

Course Outline:

Day 1: Introduction to Strategic Performance Management

• What is strategy and why does it fail?

• Linking strategy to performance

• Traditional vs. modern performance measurement tools

• Introduction to the Balanced Scorecard (BSC) concept

• History and evolution of BSC

• Case study: Why organizations adopt BSC

Day 2: Balanced Scorecard Framework and Perspectives

• The four perspectives: Financial, Customer, Internal Processes, Learning & Growth

• Strategic objectives vs. performance measures

• Identifying cause-and-effect relationships

• Tools to map strategy: Strategy maps and logic models

• Group activity: Drafting strategy maps

Day 3: Designing Effective KPIs for BSC

• Characteristics of effective KPIs (SMART criteria)

• Lagging vs. leading indicators

• Developing meaningful metrics aligned to strategy

• KPI selection, validation, and alignment process

• Group exercise: Create a performance scorecard for a sample organization

Day 4: Implementation and Integration

• Cascading the scorecard through the organization

• Linking BSC to budgeting and resource planning

• Change management challenges

• Role of leadership and communication

• Case study: BSC implementation success and failure factors

Day 5: Monitoring, Evaluation, and Continuous Improvement

• Performance review frameworks using BSC

• Dashboards and reporting tools

• Revising and updating scorecards

• Sustaining strategic alignment through BSC

• Final group presentations: Custom scorecard design

• Course wrap-up and feedback session

Learning Methods:

• Interactive presentations and expert-led lectures

• Real-life case studies and group analysis

• Hands-on workshops and practical exercises

• Peer discussions and knowledge sharing

• Templates, checklists, and ready-to-use tools

• Quizzes and knowledge checks for reinforcement

End of Course Deliverables:

• Certificate of Completion

• Participant’s Workbook (including templates and reference material)

• Custom-designed Balanced Scorecard for participant’s organization (optional group output)

• Digital resources and reading list for post-course implementation