OCEANIC Conseil - Formation
FR

Building and steering your business strategy with the Balanced Scorecard

Context and rationale

The Balanced Scorecard (BSC) is not a simple measuring instrument. According to its authors Robert Kaplan and David Norton, it is a comprehensive system for clarifying and formalising the strategy of organisations so that it can be deployed and implemented more effectively. Its design and deployment necessarily involve an overall organisational overhaul, which in practice means establishing a management style suited to the new steering principle.

This course will enable you to build and steer your strategy using the Balanced Scorecard.

Training objectives

  • Acquiring steering tools in order to build a real business model.
  • Understanding the role and challenges of the Balanced Scorecard.
  • Assessing your company's financial health.
  • Measuring customer satisfaction through performance indicators.
  • Modelling and mapping your processes.
  • Estimating and valuing your company's organisational capital.

Training content

Module 1: fundamentals and challenges of the Balanced Scorecard
  • Definitions.
  • The challenges of the BSC and corporate governance.
  • Dashboards, the steering tool of the BSC.
Module 2: scope and construction of the Balanced Scorecard
  • Reconciling long-term imperatives and short-term management.
  • The 12 main intangible values.
  • The associated measurement indicators.
  • Translating strategy into specific objectives, indicators and target values.
  • Monitoring implementation.
  • Bringing out the organisation's strategy ahead of the BSC.
Module 3: implementing the Balanced Scorecard
  • Factors of efficiency in a forward-looking scorecard.
  • The drivers of performance. Managing the company by process.
  • The financial perspective. Financial assessment criteria of the BSC, still a major role although understood differently.
  • Revisiting the classic tools for measuring financial performance: TCO, business case, ROI calculation...
  • Taking risk and the long term into account when calculating financial results.
  • The customer perspective. The mission of a company, an organisation or an institution. Measuring customer satisfaction.
  • The process perspective. Why define internal processes? Modelling and mapping key processes.
  • Reviewing the fundamentals of the re-engineering approach.
Module 3: the BSC as a management system
  • Organising management around the BSC.
  • Including a Business Unit's performance indicators in the company's forward-looking scorecard.
  • The absolute need to include strategy in communication at all levels of the company.
  • Organisations integrate strategy into the planning and budgeting process (double-loop method).
  • The BSC and corporate communication.

Let's discuss your training needs

Free, no-obligation offer. An adviser will call you back within 48 hours.

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