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Our Functional Balanced Scorecard experience

Functional Balanced Scorecards and Functional Strategy maps

Listed below is just some of our functional balanced scorecard experience. This wide range of experience of balanced scorecards means we can easily help you think through and develop a strategy map and balanced scorecard for your situation and organisation.

This is not a complete list.

Functional balanced scorecard	Summary of our balanced scorecard experience
IT balanced scorecards and IT strategy maps	We have many versions of IT balanced scorecards and IT strategy maps. These cover aspects such as IT strategy development, business planning, systems development, programme management and project management. We also have IT/IS operations balanced scorecards covering support services such as systems support, service desks, infrastructure development, operations, change management and the like. We have specific strategy maps and balanced scorecards for MI services. These address the challenge of delivering a core service, building credibility as well as engaging in the agenda of strategy and change in the organisation. We also have IT balanced scorecards & IT strategy maps that show how IT impacts the rest of the organisation, and how IT makes a contribution to the organisation.
Chief Executive's Office Balanced Scorecard	A bit of a specialist scorecard this one. It was built for two reasons. 1) The Chief Exectutive wanted a a realistion amongst her team that they also needed to change and demonstrate change to the rest of the organisation. 2) It also demonstrated to the Chief Executive how useful the strategy mapping approach could be, so she would become an even stronger advocate of the approach. Get the Chief Executive's support and you are most of the way there. This Chief Executive strategy map and balanced scoercard includes the management of external relations (communications, complaints) as well as grants and funding . It addresses how the Chief Executive's team will influence of central government and regional bodies. She also oversaw democratic services, which manage members and committees and the legal team, so their objectives were included on this startegy map and scorecard.
Human resources balanced scorecards	Amongst the various challenges that HR departments have, we find a few common ones that HR Balanced scorecards are particularly good at solving. 1) How do we demonstrate our ability to influence the bottom line 2) How do we express the strategy that HR need to adopt in order to support the strategy for the organisation? 3) Ho do we measure and demonstrate our own performance? 4) How do we get beyond simply measuring absentee rates, sickness, staff turnover, courses attended, and the culture survey? The other simplistic measures that reveal little about HR's real impact and contribution As with many support functions the challenge with HR balanced scorecards is establishing credibility through core services provision whilst also adding value to the organisation and supporting the agenda for change. We have several HR balanced scorecards that address these wide range of HR issues as a portfolio.
Finance balanced scorecards	Some finance balanced scorecards represent finance as a support function. In others finance is embedded and distributed within parts of the organisation, so there are finance balanced scorecards for local support as well as central services. Our finance balanced scorecards cover the full gamut of finance services from financial strategy and treasury, through capital management, planning and budgeting, to cost management and cost reduction. They are for both commercial and public sector finance balanced scorecards.
Legal services balanced scorecard	We have produced a few balanced scorecards for legal functions in both commercial and public sector organisations. Legal balanced scorecards are not very common, but we have some experience, depending upon the emphasis of your legal department. In a city council we helped position the legal department to contribute to the wider change and transformation programme that the city was undergoing. With a water company the challenge was different. What should be the role of the legal department and how should they position themselves? What should they outsource and what to retain internally.
Programme management balanced scorecard	Our programme management balanced scorecard has been used to in two ways. Sometimes it is used to develop the programme management function and office - developing the skills of programme management and its processes so the programme management functionfocus delivers better. Most often the programme office is using the strategy map approach as a powerful benefit management tool that enables them to understand where a project will contribute and create change, what will be needed to help deliver the benefits and or course demonstrate that the project is actually delivering as promised. In one client this approach exposed major shortcomings with their project deliverythat they were able to correct. In an NHS project, the focus was on developing a programme that was deliverable and practical. At the same time the IT depertment needed to develop the capability and capacity of its project managers and programme office so they could deliver more reliable and effectively.
Project management balanced scorecard	Again our project management balanced scorecards get used in two ways. To improve the capability of projects. To describe, manage and implement the benefits promised from a project. We have many examples from all sorts of project.
Innovation balanced scorecard	We have helped technology innovators develop measures of innovation and their innovation pipeline.
Knowledge management	It is a little known trick ,but it is relatively easy to link the balanced scorecard model to a model of the management and development of knowledge in an organisation. What is more subtle is how to measure klnowledge and its impact. Yet we have been doing this since 1996 and have lots of examples of the development of knowledge in an organsaion to improve process and organisational performance.
Procurement balanced scorecard	We have procurement and supplier scorecards that will help you manage your supplier relations and performance. But beware, we will ask you about the types of relationship you want with your suppliers and partners to ensure we address the right sort of relationships. Only then will we start to discuss measures.
Outsourced services	We have used the modern balanced scorecard approach in a number of outsourced environments. Sometimes to manage the outsourced service. Another to manage the service from the perspective of the outsourced service provider. One particular case was the outsourced customer service and adminstration processes of an insurer. This included aspects of Treating Customers Failrly as well as the quality of service. In another we helped a major consortium or six separate companies duting their bid to with the outsourcing contract for a major infrastructure project.
Alliances	We have three models for alliance balanced scorecards: One covers an individual alliance's balanced scorecard. A second provides a balanced scorecard for a portfolio of alliances. A third provides the overall alliance strategy balanced scorecard.
Diversity and equity balanced scorecards	We have developed several diversity balanced scorecards that address the cross cutting issues of diversity and equity (or Equality) in an organisation. They includes training, compliance, awareness and embedding into core organisational processes.

With this sort of experience, we can get your balanced scorecard project off to a fast start.

Contact us to get a fast start in these areas