Balanced Scorecard Essentials

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If you have three or more candidates or you would like to run this course as an in-house programme, please contact us.


The balanced scorecard is a strategic planning and management system that is used extensively in business and industry, government, and non-profit organisations worldwide to align business activities to the vision and strategy of the organisation, improve internal and external communications, and monitor organisation performance against strategic goals. It was originated by Dr Robert Kaplan (Harvard Business School) and David Norton as a performance measurement framework that added strategic non-financial performance measures to traditional financial metrics to give managers and executives a more ‘balanced’ view of organisational performance.

This workshop explores a step-by-step systematic methodology to build and implement a balanced scorecard strategic management system, including hands-on examples to allow you to get practice in developing the balanced scorecard for a typical organisation. You will understand the key concepts of the balanced scorecard, and why it is gaining so much attention in corporate and governmental organisations, and you will have an opportunity to address some specific issues in your own organisation.


  • What is the Balanced Scorecard (and what it is not)?
  • Basic concepts of the balanced scorecard and how it can be used to improve organisation performance
  • Why use a Balanced Scorecard?
  • How the balanced scorecard applies to different types of organisations
  • Understand the ’cause and effect’ of using the Balanced Scorecard
  • How to build and implement a balanced scorecard using step-by-step systematic methodology
  • How to develop more meaningful performance measures
  • Learn the 4 Perspectives of a Balanced Scorecard
  • The correct sequence of steps that are necessary to build a strategy-focused organisation
  • How a scorecard system can drive a performance-based budget and employee accountability
  • Balanced Scorecard development process
  • Managing for results with a Balanced Scorecard
  • How to translate strategy into operational objectives
  • The importance of measurement and target setting.
  • Aligning support functions with the strategy.
  • Divisional, functional and personal scorecards
  • Balanced Scorecard and the Management of Change.


Below is an example of the course content. The content can be ‘tailored’ to meet the exact requirements of the client.


In this initial section of the course the concept and origin of the balanced scorecard will be discussed along with the case studies. Participants will also have the opportunity to introduce themselves and share their knowledge and experience of the BSC.

  • Introductions, expectations, and participant knowledge
  • Workshop objectives
  • Balanced scorecard concept and origin
  • Agenda, schedule, and logistics
  • References
  • The four perspectives (financial, customer, internal processes, learning and growth)
  • Introduction to the examples, case study, small-group exercises, performance measurement software, and the performance scorecard toolkit
  • Discuss why the best business strategies sometimes fail
Why implement a Balanced Scorecard (BSC)
  • Increase focus on strategy and results
  • Improve organisational performance by measuring what matters
  • Align organisation strategy with the work people do on a day-to-day basis
  • Focus on the drivers of future performance
  • Improve communication of the organisation’s Vision and Strategy
  • Prioritise Projects / Initiatives
The Financial Perspective
  • What is the financial perspective?
  • Business cycles and linking financial objectives to business unit strategies
  • Strategic themes for the financial perspective
The Customer Perspective
  • What is the customer perspective?
  • Market segmentation
  • Customer core measurement group
  • Customer value propositions
  • Performance drivers for customer satisfaction
Overview of the Balanced Scorecard (BSC)
  • Introduction to performance management and measurement
  • Explain the evolution of measurement and strategic management systems;
  • Definitions
  • Balanced scorecard history
  • Reasons for undertaking a balanced scorecard project
  • Identify the six steps needed to build a scorecard system and the three steps needed to implement these systems
  • Similarities and differences among BSC and other performance systems
  • Advantages of using BSC performance systems
  • Contrast private sector and public agency use of scorecards
  • Key questions the BSC seeks to answer
  • Sample BSC performance measures
  • The Methodology for building and implementing a balanced scorecard project
  • Meeting the challenges of scorecard systems
  • Indicators of successful projects
  • Discuss a typical BSC cycle
  • Look at the time periods for a scorecard project
Building the Balanced Scorecard
  • Using an organisational assessment to set vision, mission, and strategy
  • Identify customer groups and develop the Customer Value Proposition
  • Develop Strategic Themes and Strategic Results
  • Develop Strategic Objectives and strategic success drivers
  • Strategy mapping – develop cause-effect relationships among the objectives
  • Derive Strategic Performance Measures, Targets, and Thresholds
  • Develop Strategic Initiatives Define Criteria for Selecting Initiatives
Implementing the Balanced Scorecard
  • Implementation issues
  • Aligning strategy and work throughout the organisation
  • Collect, verify and validate performance data
  • Transforming data into information
  • Software options for managing performance information
  • Developing an internal and external communication plan
  • Cascading the scorecard throughout the organisation
  • Employee motivation
  • Linking strategy to resource decisions
  • Linking performance to rewards
  • Scorecard roll out, training, and change management
  • Using performance information to improve organisation performance
Getting Your Scorecard on Track
  • Overcoming obstacles and challenges within your organisation.
  • Integrating the scorecard with other enterprise management and information systems
  • The role of consultants
  • Time and schedule estimates
  • Develop an Action Plan based on your organisation’s readiness


The foundation of our training is anchored in activity-based experiential learning. This methodology takes into consideration different learning and communication styles, and more importantly language and cultural differences. It is through active participation that the adoption and application of theory is expedited.

Our training team pays careful attention to planning and designing effective instructional methods essential for the transfer of knowledge. It is the creative skill of our management trainers and consultants that reveal untapped skills of the delegates through:

  • Group discussion
  • Individual and syndicate activities
  • Individual and group tasks
  • Case studies
  • Role plays
  • Audio and video evaluation
  • Action planning
  • Experiential learning games
  • Presentations

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