Early Balanced Scorecards improve operations & performance

Early, balanced scorecard approaches are useful for operational management but poor for strategy and change.

Our modern, fourth generation balanced scorecards treat people like humans, support change and encourage learning. They inform performance and help you improve it.

Bring your balanced scorecard up to date and improve how you, and your people, manage performance.

Our clients say:

'The Balanced Scorecard has made a pretty decent bunch of managers, a pretty decent bunch of informed managers. It respects people's opinions and allows their judgement to come through."
Steve Inch, Deputy Chief Executive, Dimensions'

Five years on, we are still using the balanced scorecard you helped us develop. It has been central to building our capability and delivery to our clients."
Mike Martin, Managing Director, Anglian Water Technical Services

Modern, Fourth Generation Balanced Scorecards treat people like Humans

Modern Balanced Scorecards are part of an overall strategic management and implementation process

The management system and processes that surround the modern balanced scorecard provide a proven, systematic approach to implementing strategy, reliably.

Organisations that adjust how they work to incorporate this approach find it gives them confidence as they move from strategy selection to implementation and results.

Our clients learn from their strategy as they develop and implement it. Learn more about implementing a modern, balanced scorecard based, strategy implementation approach and becoming a strategic learning organisation

Our clients say:

"In two days of strategy workshops, you acheived more than other consultants achieved in five days. We have made real progress with the strategy, the balanced scorecard, and the team."
Lindsay Stratton, Managing Director, Unite Modular Solutions'

"Only use Excitant if you are genuinely committed to the goals and capabilities of a strategy-driven organisation". Ben Ticehurst, Deputy Chief Executive, Peterborough City Council'.

The Fourth Generation Balanced Scorecard as a tool of strategy, planning, learning and implementation

Modern Balanced Scorecards give you confidence your strategy is being implemented

Several of our client engagements started with the statement, "We have been successful with our strategy, but our Board want to be confident that we will continue to be successful". In contrast, other clients want to ensure they have appropriate governance and control, and want their balanced scorecard to play a central part.

Our approach has been to tackle the wider governance agenda that integrates risk and compliance, improves operational management and the visibility of performance, as well as driving stra6tegy and change. All within teh modern balanced scorecard approach.

Our clients say:

"The Board has the detail and confidence they were looking for. I review our balanced scorecards and feel fully briefed."
Dr Astrid Bonfield, Chief Executive, Diana, Princess of Wales, Memorial Fund.

Find our more about the wider Governance perspective, that frames a modern balanced scorecard

A Fourth Generation Balanced Scorecard assists culture change, behaviour and learning

“Measure mania”, “Target tyranny" , and “silo working” are symptoms of a culture infected with poor performance management techniques. Unfortunately, many popular practices actually undermine the culture you are trying to achieve. You want discipline yet also unleash the potential of your staff . So how can you develop a culture of performance?

Our clients say:

“I can't think of another project where there has been such sign-up to the approach from every directorate.”
Trevor Gibson, Director, Environmental Services, Peterborough City Council

“This project has been remarkable. There has been so little resistance and so much take up so quickly. We have not encountered that before.”
Steve Inch, Director, Dimensions

Find our more about the Culture of Performance and a modern balanced scorecard