The course will focus on:                                                                

• Understanding how to create an effective strategic plan
• Developing a Balanced Scorecard that will become the nerve center of the organization
• Engaging employees to drive improved performance
• Building a Balanced Scorecard from scratch
• Modifying the system so that it functions on the front-line
• Aligning your organization’s energy around commons goals
• Creating a personal action plan to drive performance improvement within your organization

By the end of this course delegates will be able to:

• Facilitate the creation of a strategic plan in their organization
• Know whether their organization is ready for a major cultural leap forward
• Describe the structure and typical content of a Balanced Business Scorecard
• Translate an organization’s strategic themes and objectives into a Balanced Scorecard
• Use a Balanced Scorecard in a performance driven environment
• Know how to use the Balanced Scorecard to align operational activity with strategy
• Use best-practice approaches to overcome obstacles and challenges
• Understand and meet the challenge of managing a significant change in organizational culture

Executives, Managers, Supervisors, Team Leaders, Superintendents, Financial Officers and Controllers, Process Managers, Strategic Planning Managers, Key Personnel, Champions, Officers

Strategic Planning and the Balanced Scorecard

• The purpose of our organizations
• Meeting the needs of stakeholders
• Organizational performance drivers
• The importance of looking forward
• The difference between long-term planning and Strategic Planning
• Two models for Strategic Planning
• Create a strategy-centric organization
• Avoiding the just another program syndrome
• The most challenging steps in the process
• Planning to plan: determination of organizational readiness
• Providing leadership to the design team
• Timelines and key players
• Case study
• Creating a compelling vision
• The power and importance of a balanced mission
• Getting an accurate reading on your current situation
• Undertaking a SWOT analysis
• Scanning the environment for opportunities and threats
• The importance of values

Developing a Balanced Scorecard

• Linking a measurement system to the Strategic Plan
• The difference between traditional and modern measurement systems
• The concept and importance of Balance
• The complexity and challenge of dealing with conflicting stakeholders
• Expectations of stakeholders
• The value of balancing stakeholder’s expectations
• The challenge and importance of measuring the future
• The trouble with reliance on financial indicators
• Thinking strategically: Creating a strategy map
• Connecting the dots: ensuring alignment of performance drivers

Picking the Right Key Performance Indicators

• Ensuring the future: The Learning & Growth perspective in detail
• Securing the future with a focus on Innovation
• New perspective for changing times
• Strategic objectives that cover all stakeholders
• The challenge of linking strategic initiative to the ultimate goal
• Importance of data collection, interviews and focus groups
• Picking the right KPIs
• Examples from each category
• The 5 criteria of an effective KPIs
• Lead and lagging measures
• The challenge of measuring performance drivers where no data exists
• What to do with KPIs that no longer are aligned with the new direction
• Setting appropriate stretch targets for each objective
• Delegating responsibility for data collection and performance improvement

Cascading the Balanced Scorecard to the Front-Line

• The challenge and opportunities associated with implementation on the front line
• Realistic expectations: the 80-20 rule
• Facilitating implementation
• Consensus and commitment
• Using a Performance Index: the power of a simplified system for the front-line
• Limiting the KPIs for the front line
• Setting SMART objectives
• Benchmarking performance
• Building continuous improvement activities into the fabric of each department
• Finding appropriate ways to reward and recognize initiative and measurable improvement

Managing the Transition: Creating a Fast and Flexible Organization

• The triple S power of engagement
• Building the Balanced Scorecard into the cultural fabric of the organization
• Team exercise
• The reality: dealing with resistance to change
• Taking a leadership role
• A strategy to influence the naysayers
• Create a personal plan of action

CDGA attendance certificate will be issued to all attendees completing minimum of 75% of the total course duration.