EES-Siyakha

If your organisation is considering implementing or if it is in the process of building a scorecard, then Mapping Strategy with the Balanced Scorecard is the workshop for you. Learn how to create a strategy map, design a scorecard, identify measures, targets, and initiatives, get executive buy-in, and develop the first BSC report.

PROGRAMME
DAY 1
THE NEED FOR A STRATEGIC MANAGEMENT FRAMEWORK Understanding the role of Performance Management in relation to “the art of the general” – strategy. The group explores frustrations with strategy and Performance Management Systems.
BALANCED SCORECARD CONCEPTS AND PROCESS Discover how the Balanced Scorecard solves the challenge of strategy implementation and become familiar with BSC terminology.
THE STRATEGY MAPPING PROCESS Introduction to the strategy mapping process by defining strategic themes, identifying objectives, and developing the cause and effect principle.
BREAKOUT EXERCISE: STRATEGY MAPPING Master the strategy mapping process in a practical setting in groups.
GROUP PRESENTATION AND REVIEW OF PRINCIPLES The groups will come together and share their progress in presentations giving delegates the chance to both challenge and learn from the work done by their fellow participants.
LINKING THE STRATEGY MAP TO PRIORITIES AND BUDGETING Learn how to prioritise based on strategic objectives. Align all of the programmes and projects in your organisation to your Balanced Scorecard. By mapping strategic initiatives, you ensure that your organisation is spending time and money on the actions and programmes that will achieve the strategy. Learn how to inventory, map, prioritise, and align strategic initiatives.

DAY 2
IDENTIFYING MEASURES Assign measures to each objective on the scorecard to track performance against your objectives and discuss the unique use of measures in BSC design ‘to communicate, not to control’. Understand the distinction between lead and lag measures, the criteria that should be used when selecting measures, and discuss the challenges presented by measures development.
BREAKOUT EXERCISE: IDENTIFY TARGETS FOR MEASURES Setting stretch targets for established measures is critical to communicate the need for performance changes. In this session we will identify steps for setting targets, what appropriate targets should include.
GROUP DISCUSSION ON TARGET SETTING The groups will come together and share their views on setting targets in light of their organisation’s Performance Management requirements.
THE ROLE OF BUSINESS PROCESS IN EXECUTING STRATEGY A major understanding of selecting useful measures is to understand underlying business processes. Examples of business process linkage to the Balanced Scorecard are explored.
GUIDELINES AND PITFALLS IN IMPLEMENTING BALANCED SCORECARD AND PERFORMANCE MANAGEMENT PROJECTS Implementation of Performance Management Systems using the Balanced Scorecard framework is full of challenges. Learn how to plan for and avoid potential risks and issues. Also get an understanding of the automation tools that exist to help manage Balanced Scorecard environments.
BREAKOUT EXERCISE: DEFINITION OF A PERFORMANCE MANAGEMENT PROJECT USING THE BALANCED SCORECARD FRAMEWORK Each participant has an opportunity to define his or her recommended approach to the deployment of a Performance Management System using the Balanced Scorecard Framework.
GROUP DISCUSSION OF THE KEY POINTS EMERGING FROM THE DESIGN OF A PERFORMANCE MANAGEMENT ENVIRONMENT USING THE BALANCED SCORECARD FRAMEWORK Participants come together and share their progress giving themselves the chance to both challenge and learn from the work done by their fellow participants.
GOVERNANCE AND THE ROLE OF THE BUSINESS PROCESS IN EXECUTING STRATEGY A significant milestone in your BSC programme is to hold the first review meeting. Learn how to develop the first report and organise a leadership meeting around your organisation's progress with executing strategy and how to apply the components of your BSC to become a Strategy-focused Organisation. Also understand the critical role of programme ownership and sponsorship in ensuring the success of deploying Performance Management Systems using the Balanced Scorecard framework.
SUMMARY OF KEY LEARNING POINTS FROM SEMINAR You will come away with an understanding of the road map ahead and the ability to translate the BSC into action to achieve breakthrough results.

Marcel van der Heever has been actively involved in the design, building and implementation of numerous Balanced Scorecard projects in both the South African public and private sectors. He has more than 20 years of experience in working in the corporate sector and building start-up businesses. Marcel has project managed a diverse field of significant projects for IT, Construction, Public Services and the Financial Services organisations. Marcel has managed training seminars for programme management, executive sales training and the Balanced Scorecard environment.