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Saturday , April 21 , 2018
You are here:  BSC Basics  >  Examples & Success Stories

The Balanced Scorecard - Who's Doing It?

Increasingly, as balanced scorecard (BSC) concepts become more refined, we have had more inquiries asking for examples of organizations that have implemented the BSC, how the BSC applies to a particular business sector, metrics are appropriate for that sector, etc. This section provides a database of working balanced scorecard examples that our research has located.

By 2004 about 57% of global companies were working with the balanced scorecard (according to Bain). Much of the information in the commercial sector is proprietary, because it relates to the strategies of specific companies. Public-sector (government) organizations are usually not concerned with proprietary information, but also they may not have a mandate (or much funding) to post their management information on web sites.

Recent Success Stories:

Mecklenburg County, NC

Mecklenburg County lacked a stable and sustainable approach to achieving the vision and it had no consistent model for making funding decisions based on priorities and assessing the bigger impact of those decisions. The County needed to develop a model and structure for decision making that could be sustained regardless of economic conditions or political ideology.  At the time, they had no way of predicting the long-term impact of this decision but the system he implemented led to break-through performance toward achieving the County’s vision and the framework is, to this day, in use at Mecklenburg County.  It is an integral part of how the County is managed and has become a model for other municipal governments around the country. 
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Mecklenburg County, NC


The National Marrow Donor Program®/Be The Match Registry®

Due to the complexity and overwhelming number of initiatives needed to achieve its vision of 10,000 transplants per year by 2015, it was determined that a new and different way of thinking about the NMDP long-term strategy was needed. The strategic planning system that had been used at NMDP was a fairly well-developed planning process that tracked initiative performance under seven primary areas of strategic focus. While this approach provided a measure of strategic planning for the organization, it was too focused on activities and projects rather than on impacts.  And NMDP had to focus on impact if it was going to double its transplant rate to 10,000 per year by 2015.
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The National Marrow Donor Program®/Be The Match Registry®


Veolia Water North America

In July 2008, Veolia Water NA gained leadership of the public/private partnership market. At the time, senior management knew they had to overcome some challenges in order to capture growth opportunities. The North American organization was decentralized, with each Regional President acting independently, and the company lacked a unified set of strategies and key performance indicators (KPIs). 

Senior leadership was convinced that a more formal strategic planning and management system was needed to develop and implement an aggressive growth strategy for Veolia Water NA. As part of the implementation, they also planned to weave the system into an ISO 9000 - focused management framework since the Balanced Scorecard facilitates many of the principles within ISO 90001. Therefore, the Institute’s training-based approach fit perfectly with Veolia Water NA’s needs. 
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Veolia Water North America


Federal Ministry of Health--Ethiopia 

Despite progress to improve the health status of the population, in 2005 Ethiopia’s population still faced a high rate of morbidity and mortality, and the overall health status remained relatively poor.  The Ministry of Health was looking for a method to strategically align all of its various tools, programs, processes, and personnel into a comprehensive system that would measurably improve the overall health of the citizens of Ethiopia.

This case study primarily focuses on the recalibration of the FMOH scorecard in 2009-2010, the cascade work performed in 2011-2013, and the break-through improvements that the Ethiopian Health Sector achieved as a result of improved strategic direction and alignment using The Institute Way.  In fact, it has been such a success that the Prime Minster of Ethiopia has now mandated that all Ministries in Ethiopia adopt the balanced scorecard as a strategic planning and performance management methodology.
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Tolko Industries Ltd.

Tolko reached out to the Institute for assistance in determining how to measure strategic performance on Tolko’s new strategic plan.  After learning more about The Institute Way, Tolko realized that simply aligning incentives to a complex strategic plan was not going to re-energize the company. The employees needed to understand the big-picture strategy, be excited about it, and enthusiastically contribute to both its development and execution. 
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Shat-R-Shield: Working ON the Business

CEO Karen Ponce reflects on the company's balanced scorecard journey and why it "netted more income in 2010 than in the history of the company."
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Kenya Red Cross: Always There

By "revolutionalizing the strategic thinking process," Kenya Red Cross is now prepared to fulfill their promise to the peopel of Kenya: "Always There." Read about their experience with the Balanced Scorecard Development Process or View their Scorecard.

Kenya Red Cross 


Eating the Elephant One Bite at a Time

The Douglas County Government shares their "eat the elephant one bite at time" approach for how they strategically aligned their organization from the top floor to the first floor.
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Douglas County, CO 


AMEDD Finds Direction in Strategic Planning

The Army Surgeon General and Commander of the US Army Medical Command champion the use of the balanced scorecard as "the principal tool by which they improve operational and fiscal effectiveness and better meet the needs of patients and stakeholders."
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Charlotte, NC 


Award for Excellence

The Institute honors Mecklenburg County, NC with an Award for Excellence for successfully transforming the county government and positioning it for tough times.
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Read the Case Study >>

NEW: Read Case Study from The Institute Way

Charlotte, NC 


Scorecard Driving Strategy at Veolia Water North America

With a new CEO and ambitious revenue goals, Veolia NA first successfully implemented a balanced scorecard and then integrated the scorecard deeper into its organization using an e-learning tool. 
Read More About This Success Story >>

NEW: Read Case Study from The Institute Way

Veolia Water 


Success Story: NMDP Turning Vision into Action

The new strategic planning effort at the National Marrow Donor Program, dubbed Vision into Action, has driven creative thinking around how to improve efficiencies and cost effectiveness and get people thinking about how NMDP could more than double transplant volumes within five years!
Read the Entire Case Study >>
View the NMDP Strategy Map >>
View the NMDP Department Strategy Map >>

NEW: Read Case Study from The Institute Way



Putting Out Fires (Literally) with a Balanced Scorecard

The Northwest Fire District (AZ) needed to re-create its strategic plan and decided to use the Institute’s framework to ensure the plan met the needs of its stakeholders. 
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The following link will take you to our compilation of data on organizations that have reported at least a partial adoption of the balanced scorecard:

Adopters of the balanced scorecard (in alphabetical order of organization name)


Balanced Scorecard Examples

Below we offer links to some files and publications that will show you what the documents and results of balanced scorecards look like.  Although these all differ in format and details, they serve to illustrate the visual effectiveness of the balanced scorecard approach to strategic management. (Note: these documents are the products of their respective organizations, not the Balanced Scorecard Institute).

Non-profit Organizations:

Oak Knoll Academy - A primer on development of a management strategy for a fictitious private school, by Balanced Scorecard Institute Associate Dr. Lawrence Grayson. A strategy map for the school is also available.

Vinfen Corporation - A private, non-profit human services organization based in Cambridge, MA. They recently published a scorecard and a newsletter that provides details about their strategic plan and performance measures.

Government Organizations:

Defense Finance and  Accounting Service (DFAS) - Example of a balanced scorecard-based strategic plan for this world-class financial organization, and some additional information about how it was developed (Nov. 2001).

Federal Avaiation Administration Logistics Center - A highly customer-focused organization with a balanced scorecard-based strategic plan. Their original plan is a rather large (37 MB) file, so we have removed the graphics and here we provide the text content only, in order to reduce the file size.

Department of Energy Federal Procurement System- One of the early Federal Government adopters of the balanced scorecard. Continues to lead by example with this FY2003 Performance Assessment.

Department of Energy Federal Personal Property Management Program - Example of a balanced scorecard for a major government program.

Government Strategy Map Example - Example of a generic strategy map for a government organization on the Federal, State or local level.

Commercial Organizations:

Regional Airline - A strategy map, with objectives, performance measures and initiatives in the balanced scorecard framework.

Credit Card Company - A generic example of a possible strategy map for an innovative credit card company.

More coming! If you would like to share your balanced scorecard plans and/or results with the world, please contact us.



Latest Blog Entries

Which Tax Change Means Reassessing YOUR Strategy?

By David Wilsey

Tim Johnson noted in his recent strategic planning article that 85% of Fortune 500 companies from 1955 no longer exist today because they failed to keep up with a changing world. The December 2017 tax law passed in the U.S. offers an example of a change that could possibly disrupt a key assumption you might have made when you developed your strategy. While most organizations will not make any major changes in this case, it still helps demonstrate the types of strategic questions that you might be asking yourself if you work in certain sectors.
Author: David Wilsey

Obfuscating Objectives

By: Howard Rohm

One of our clients decided to build their strategy map and balanced scorecard themselves after some training. They created a draft strategy map with 12 strategic objectives, linked together in a cause-effect chain--the strategy map--that showed how value was being created for their customers and the owners of the business. A few months after the training, the number went from 12 objectives to 32.  Why? – a lack of discipline around the strategy development process and a feeling by a few folks who did not attend training that “more is better”.
Author: Howard Rohm

Strategic Planning in the Healthcare Industry

By: Tim Johnson

Over the last 10 years we have seen a tremendous change in the healthcare industry.  Whether it is a shift in philosophy to focus on more value-based care or navigating the impact of implementing the Affordable Care Act here in the United States, significant shifts and changes have occurred and are occurring every day.  Given the relative unpredictability of how the healthcare market will change, is there really any use for those in the industry to go through a strategic planning initiative?  The answer is of course yes, but the real question is “how?”

Author: Tim Johnson

Why World Class Performance Isn’t Measurable

By: David Wilsey

Let’s say our organization needs to buy a fleet of vehicles and we have two procurement teams. We tell team 1 that we want quiet, blue, four-door, fuel-efficient cars. We tell team 2 that we want world-class, high-quality, great-value, high-performing cars. Then we give both teams a few weeks to find their vehicles. Guess which team will be able to produce measurable results?
Author: David Wilsey

Creating Authentic Urgency for Better KPIs

By: Stacey Barr

Complacency is a big reason why useless KPIs stay. A sense of urgency is what’s needed to spark the change to better KPIs. But it must be authentic, and speak to the head and the heart.

Author: Stacey Barr