Strategic Performance Management Specialists
 We help you improve performance and deliver your strategy,
by designing and implementing Balanced Scorecards, properly.


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Strategic Performance Management Specialists
Benefits you can get from working with us...
Some clients and quotes from them...
The full range of balanced scorecards we have implemented
Case studies from some of our clients...
Articles that will help you develop balanced scorecards better...
How we can help you...
About Excitant and how to contact us...


Performance Management Benefits

The Benefits of Strategic Performance Management
The benefits of well designed and implrmented balanced scorecards
Different demands on
performance management
Developing a culture
of performance

Introducing Strategy maps
Ensuring strategic alignment

Balanced Scorecard experience

Balanced scorecard case studies
Balanced Scorecards in Commercial organisatons
Balanced Scorecards in departments & Functions
Balanced Scorecards
in the Public Sector
Balanced scorecard
articles & white papers
Our Balanced Scorecard Blog
Our Newsletter on balanced scorecard thinking
How we can help


The Benefits of Strategic Performance Management

Improving Strategic performance management means the organisation's attention is focused on the strategic themes, drivers and objectives so they happen. Improving Operational Performance Management ensures the tactical and operational details and executed. Together they give you a complete system to manage and improve performance.

Hover your mouse over parts of this diagram
to see the benefits of the various aspects of our
strategic performance management approach.

Improved management of performance, line of sight and quality of execution. People understand what needs to be done. You have created a culture of performance. Better alignment between the strategy and the organisation, so it happens Learn about your strategy: You can tell whether you are making progress; You can refine your strategy as you learn from it. Greater understanding of the strategy. It gets into their heads, hearts and hands so they make it happen. A clear strategy that is being executed. You are able to tell the story consistently so people get it, and track progress to ensure it is happening. As things change you can refine your strategy and re-communicate it. Improved sensitivity to outside events, that also affect the strategy and performance A clearer sense of direction.. People understand what the organisation is trying to achieve and how they can contribute.

Strategic performance management links strategic planning and operational management. The strategy map and scorecard work within this approach to deliver the benefits.

However, when performance management becomes too focused on risks and control, or operations, it can lead to you being swamped with measures that provide operational detail but that do not support the strategy. You can end up with "measure mania", "the tyranny of targets" and "feeding the beast". You don't want this, do you?

A properly designed and implemented balanced scorecard approach avoids these problems. It makes clear where you are going, articulates the strategy, and fills in the details of objectives, measures , targets, projects, investment and responsibility . You are clear. You can communicate it better. your Strategic performance management process ensures you deliver results.

Hover your mouse over parts of this diagram
to see how different approaches to performance management
address different management needs.

How well do score on each of these characteristics? Statutory compliance and the management of risks: It is vital you satisfy statutory, legal and regulatory demands. Aspects such as financial reporting, compliance, health and safety are vital. You have to do these to stay in business. But they do not make a strategy. If you fail on these aspects you need to fix them. Once they are satisfied, there are othjer aspects of performance that need to be managed. Vision, purpose, values and beliefs: Organisations talk about their mission, vision, purpose and values, but these tend to not appear in performance management systems. However they are a vital control mechanism. What use are the organisation's values if they are simply a set of framed words on the wall. A vital element of performance management is to ensure that the actions, words and behaviours of people align. Also that peoiple understand the ambition so thay can contribute towards it. Operational performance management: Detailed operational performance information is the life blood of the organisation. It is necessary to coordinate activities, manage resources and understand activities and outputs. Without it you cannot make sensible decisions. However, get too much and you can get lost in the detail. Getting this right requires trust and delegation so you can focus on the few things that will make the biggest difference. Strategic choice and focus: The challenge with strategy is focus and choice: What are the few things we need to focus on that will make the biggest difference? Whilst operational performance is about the past and present, strategy is about the future. What will make the biggest difference going forward? If we make these changes will it ensure our strategy is implemented? This is where strategy maps play a vital part. Overall strategy: Effective strategy is a combination of these levers of control. An organistion needs to comply with statutory requirements, and manage operational performance. Yet at teh same time it needs to set vision, purpose and values. The choices made in the strategy are about closing this gap between today's operations and tomorrow's vision. Good performance management approaches recognise that these four aspects operate together and simultaneously. Poor ones are focused too much, or too little, on particular aspect. The trick is balance.

What do we do

We help you focus on the strategic issues and fix the operational problems. You can concentrate on what you want to manage and influence, rather than what you can measure. We help you ensure your people understand the strategy. We help you concentrate on what will make the biggest difference.

As a result you can ensure better results. You can find out more by visiting

Our ibrary of balanced scorecard experience
A list of some of our clients
What our clients say about us
Our services: How we can help you

Contact us to discuss your needs
 


Our clients say:

“We knew we had to focus on the big issues. We now are better, as a team, addressing strategic issues, sharing ownership of the big issues and taking corporate responsibility."

Making the case for the Balanced Scorecard
done properly...

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