IMPROVING

PERFORMANCE
OF BUSINESSES
VIA BALANCED SCORECARD
The Why, How And How Not To

2 DAY WORKSHOP
IMPROVING PERFORMANCE
OF BUSINESSES
VIA BALANCED SCORECARD
The Why, How And How Not To
Also Attend:
New Delhi Improving Performance of Financial Services via
Balanced Scorecard –The Why, How And How Not To
12th & 13th August, 2010
–(From the same faculty)
Program Fee: INR 24,500 /- + ST Mumbai – 10th & 11th August, 2010
Program Fee: INR 24,500/- + ST

PROGRAM OBJECTIVE
Research studies repeatedly show that strategies fail to be successfully implemented in between 70-90% of
cases. The reason for this is a fundamental failure in strategy management: strategic processes are disjoined
and not integrated.

As competition has intensified, and become increasingly global and networked, the fact that strategy is not
managed as an integrated process is a glaring weakness of organizational structures and processes and leads to
untold millions in lost shareholder value. How well organizations manage and execute their strategies is
probably the single most influential competitive differentiator in this, the knowledge era.
This practical course will teach delegates how to manage strategy as a single end-to-end process – from
formulation, through planning to implementation and learning.

PROGRAM FACULTY
Mr. James Creelman is an author and advisor specializing in strategic performance management. He had
advised award-winning organization in their SPM programs and has led numerous courses across the world. He
is the author of 21 major books/reports, including the best seller Managing Business in Asia: Succeeding with
the Balanced Scorecard and Reinventing Planning and Budgeting for the Adaptive Enterprise. He is a Fellow of
the Advanced Performance Institute, UK.

KEY BENEFITS
- Manage strategy as a single, integrated process - Use strategic learning tools and processes to test,
- Integrate strategic planning with mid-term and adapt and improve the organizational strategy
annual planning processes - Create an Office of Strategy Management
- Deploy state-of-art strategy implementation
frameworks
IMPROVING PERFORMANCE
OF BUSINESSES
VIA BALANCED SCORECARD
The Why, How And How Not To

WHO SHOULD ATTENTD

 C-level Executives
 Strategic Planners
 Performance Management Directors/Managers
 Performance Analysts
 Consultants
 Academics

DAY ONE
Session One: Why Strategic Performance Management
Matters
Objective: To explain why strategy should be managed as
an integrated process within organizations: be they
commercial or not-for-profit.
Take away for participants: Why the strategy formulation,
planning, implementation and learning process should be
managed a single process.
 How strategic management is not the same as strategic
planning (which is a component part of an integrated
strategic management process)
 What an integrated strategy management process looks
like.
Session Two: Strategy Development And Formulation
Objective: To provide an overview of the most effective
strategic formulation tools available in the marketplace.
Take away for participants: How strategies are
fundamentally changing in the knowledge era:
 What business are we really in: customer intimacy,
product leadership or operational excellence
 Competing on core competencies
Session Three:
Objective: To clarify statements of strategic intent: Vision,
mission and value statement
Take away for participants: Why vision, mission and
value statements are important for steering strategy
management process.
 Making vision and mission statements inspiring for
customers, employees and other stake holders
 Ensuring that values are more than “nice sounding
words”
Session Four: Integrated Planning
Objective: Based on a major global research programme
this will explain how strategic, mid-term and annual
planning can be integrated as a single end-to-end
process.
Take away for participants: Why the three planning
processes should be integrated (which is rare in practice),
gain a framework for integration and understand the
different, yet complementary, roles of each planning
phase.
IMPROVING PERFORMANCE
OF BUSINESSES
VIA BALANCED SCORECARD
The Why, How And How Not To
DAY ONE (Cont.)
Session Five: Strategic Performance Management
Frameworks
Objective: To provide an overview of the major strategic
performance management frameworks, such as the
Balanced Scorecard (where strategic performance is
collocated according to the four perspectives of financial,
customer, internal process and learning and growth)
Take away for participants: What a Strategic Management
framework looks like: component parts
DAY TWO
Session Six: Strategic Measurement
Objective: To provide a solid practical process for choosing
the strategic Key Performance Indicators (KPIs) that will
support the objectives on the strategy map.
Take away for participants: The do’s and don’ts of selecting
KPIs and will be provided with a robust KPI selection
framework.
 Ensuring that KPIs are robust, reliable and meaningful
 Why KPIs should be used for performance learning and
improvement and not for controlling people
 Data collection techniques
Objective: To provide a solid practical process for identify
strategic targets for each KPI
Take away for participants: How to select targets that are
stretching but manageable
 The role of benchmarking
 Using traffic lights to report performance
 Setting targets in the absence of data
Session Six: Strategy Mapping
Objective: To provide an understanding of how to create a
“strategy map” of strategic objectives: this is the most
important component of a strategy management
framework.
Take away for participants: How to create strategic
objectives with which to map their organizational strategy
onto o single piece of paper: a “strategic plan on a page”
 Understanding causality within strategy maps
 Why strategy maps should be kept simple, focused
and uncluttered
 Understanding the cause and effect relationship
between strategic objectives
Session Seven: Initiative Management: Turning Plans Into
Action
Objective: To provide detail on how to select the strategic
initiatives (or action programs) that are required to drive
performance toward the strategic themes and objectives
that are housed within the strategy map.
Take away for participants: How to use initiative selection
templates.
 Creating portfolios of strategic initiatives
 Assessing the progress of initiatives
Session Eight: Strategic Learning
Objective: To provide a framework for periodically
reviewing the strategy.
Take away for participants: How to create a Strategy
Review meeting to test whether the strategy is still
working and to review performance to the objectives,
measures, targets and initiatives within the Strategic
Performance Management framework.
IMPROVING PERFORMANCE
OF BUSINESSES
VIA BALANCED SCORECARD
The Why, How And How Not To

DAY TWO (Cont.)

Session Nine: Creating The Office Of Strategy Management

Objective: To provide an overview for creating an Office of Strategy Management (OSM), which led by a Chief Strategy
Officer has facilitative responsibility for end-to-end strategic management process.

Take away for participants: The roles and responsibilities of the OSM function, its structure and key skills and competency
requirements of the Chief Strategy Officer and team members.
 How an OSM works alongside established function
 Keeping the OSM small and focused
 Becoming a centre of strategy expertise
Registration form
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Improving Performance of Businesses 12th & 13th August,2010 - New Delhi
Via Balanced Scorecard
The Why, How And How Not To
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