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Our approach to implementing Balanced Scorecards is based on four elements:

1. start small and prove the concept first
2. Implement a comprehensive PILOT project
3. be fully integrated to client's team
4. use tools for a disciplined development process

REDUCE RISK: START SMALL AND PROVE THE CONCEPT FIRST

Many Balanced Scorecard projects fail because of the poor preparation an organization has for a new strategic performance management system. This issue increases the risk of failure, not only for the project, but also for the entire adoption of the balanced scorecard philosophy. This is the reason why within our approach we suggest our customers to start small, implementing the Balanced Scorecard first within a small, and well defined business unit.

This “pilot” project provides the means to prove the applicability and usefulness of the concept to your organization. After successful completion of this project, you can assess the possibility to perform Balanced Scorecards for other departments or to take the scorecard concept to the corporate level through the development of a “Corporate Balanced Scorecard”.

TEST EVERYTHING: IMPLEMENT A COMPREHENSIVE PILOT PROJECT

In spite of being a pilot project, the implementation of your first scorecard must consider all elements that make a full Balanced Scorecard. MKC wants to make of this project a testing exercise, not only for the scorecard modeling and development, but also for the automation and integration to your management process.

Our BSC projects are conceived to cover aspects as strategy assessment, scorecard design, software implementation, organizational integration and communication planning (see our services). A typical MKC Balanced Scorecard project encompasses the following ten phases:

• Phase A: Project planning and training
• Phase B: Business unit strategy and performance review
• Phase C: Balanced Scorecard modeling
• Phase D: Scorecard development
• Phase E: Target setting and action plan development
• Phase F: System installation and configuration
• Phase G: Reporting system & data population
• Phase H: Balanced Scorecard roll-out
• Phase I: Performance analysis and decisional process review
• Phase J: Internal communication planning

CREATE A FULLY INTEGRATED WORKING TEAM

Traditional participation of external parties during the development of Balanced Scorecards is limited to activities of consulting, tutoring and supervising. MKC’s approach extends its role beyond to become itself an active member of the developing group. 

Many time people tend to approach situations from well established perspectives. This “mind set” is one of the main organizational barriers to develop innovative ideas and solutions. By being involved more deeply in the development process, MKC can bring on the discussion table new ideas and best practices from other services sectors in areas such as strategy formulation and performance measurement. These elements enrich the discussion sessions from which the Balanced Scorecard will be made.

USE OF METHODOLOGIES AND TOOLS  FOR A DISCIPLINED DEVELOPMENT PROCESS

MKC uses a disciplined approach to developing Balanced Scorecard. Strategy Maps, measures and initiatives are developed with the help of proved methodologies and tools borrowed from other knowledge areas such as software development, knowledge mapping, system thinking, etc.

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