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Wednesday , November 22 , 2017
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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Shat-R-Shield

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

 

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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Shat-R-Shield

 

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 More >>
Read the Entire Case Study >>
View the NMDP Strategy Map >>
View the NMDP Department Strategy Map >>

NEW: Read Case Study from The Institute Way
 

 strategy

 

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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Adopters

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

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
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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
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Just Because Some KPIs Are Bad Doesn’t Make KPIs Wrong

By: Stacey Barr

KPIs have a bad reputation, from bad pasts experiences people have with them. But we can’t let their reputation become the truth about them.
Author: Stacey Barr
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How Do You Measure The Impact Of An Initiative?

By: Stacey Barr

Let’s get right to the point: if you have to ask how to measure the impact of an initiative, it means you got things back to front.

Asking “how do you measure the impact of an initiative” means you don’t already know what the measure is. Obviously. But it can also mean you don’t even know what the impact should be.

And that means you chose the initiative before you fully understood what you needed it for. Stay on this path, and you’ll end up wasting a lot of time, money, and angst.

Author: Stacey Barr
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Types of KPIs: The Logic Model and Beyond

By: David Wilsey

As part of the KPI Basics series of content we are developing as part of the launch of the KPI.org website, I thought I would introduce the different types of key performance indicators. As I describe in the accompanying video, we like to use a framework called the Logic Model to describe the first four types.
Author: David Wilsey
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