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Templates and Checklists: Chapter 12 Implementation Case

Studies and Lessons
Steps by size of organisation Less than Between Over 3,000
250 FTEs 250-3,000 FTEs
FTEs
1. Chapter by chapter review of Y Y Y
Robert Kaplan and David Norton's
The Balanced Scorecard:
Translating Strategy into Action
2. Chapter by chapter review of Y Y Y
Stacey Barr’s “Practical
Performance Measurement: Using
the PuMP Blueprint for Fast, Easy,
And Engaging KPIs”
3. Common CSFs and their possible Y Y Y
measures

Template 1 Chapter by Chapter Review of Robert Kaplan and

David Norton’s The Balanced Scorecard –Translating Strategy into
action

Chapter 1 Measurement A useful chapter. However, it does miss linkage to Hoshin

and management in the
information age
Chapter 2 Why does
business need a balanced
scorecard
Chapter 3 Financial
Perspective
Chapter 4 Customer
Perspective
Chapter 5 Internal Process
Perspective
Chapter 6 Learning and
Growth Perspective
Chapter 7 Linking
Balanced Scorecard
measures to your Strategy
Chapter 8 Structure and
Strategy
Part two Managing
Business Strategy
Chapter 9 Achieving
Strategic Alignment: From
Top to Bottom
Kanri.
A useful chapter. Describes the four perspectives. I think
their whitepaper is a better introduction as it takes about
Innovation and learning rather than learning and growth.
The cause and effect section is where the winning KPIs
methodology parts company.
A must read for all the KPI team members.
A must read for all the KPI team members. There are
some useful cast studies.
A must read for all the KPI team members.
A must read for all the KPI team members.
This work I believe has undone many scorecard
implementations. Form your own view.
This work I believe has undone many scorecard
implementations. Form your own view.
A must read for all the KPI team members.
Some useful diagrams. However, two dangerous areas,
firstly cascading of measures and secondly the rewards
systems linkage. The linkage to pay in this chapter has
given rise to many flawed performance related pay
schemes.
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Chapter 10 Targets, I did not find this chapter of use.

Resource Allocation,
Initiatives, And Budgets
Chapter 11 Feedback and I did not find this chapter of use.
the Strategic Learning
Process
Chapter 12 Implementing I did not find this chapter of use.
a Balanced Scorecard
Management Program
Appendix Building a A must read for all the KPI team members.
Balanced Scorecard
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Template 2 Chapter by Chapter Review of Stacey Barr’s Practical

Performance Measurement: Using the PuMP Blueprint for Fast,
Easy, And Engaging KPIs

Chapter 1 What exactly is A very useful chapter that should be re-read a few times
performance by the KPI project team. The sections on “events or
measurement milestones are not performance measures”, “Measures of
activity are (mostly) not performance measures” are very
important
Chapter 2 Does your A very useful chapter that should be re-read a few times
performance by the KPI project team. The section “The common
measurement process struggles with performance measurement” is a
work? masterpiece,
Chapter 3 The Eight- Read this after you have read the eight steps in Chapters
week PuMP Blueprint 3 to 11 inclusive.
Pilot Project
Chapter 4 Step 1: A very useful chapter that should be re-read a few times
Understanding by the KPI project team. The section “The common
Measurement’s Purpose performance measurement habits are bad habits” is
excellent.
Chapter 5 to 11 Covering These chapters are a must read for the KPI team. Along
steps 2 to 8: with a visit to Stacey Barr’s website the team is now in a
position to see which methodology they want to use.
Chapter 12 Resources for An outline of the resources Stacey Barr has made
PuMP implementation available to the KPI project team.
success
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Template 3 Common CSFs and their possible measures

Common CSFs KRI RI PI KPI

Stay, say, strive  Staff satisfaction

 Turnover of  Number of staff innovations  Staff who have handed in their notice
experienced staff implemented (by team today. Staff in key positions would be
engagement with (if monitored at
(do not count staff reported weekly) notified directly to the CEO, other staff
least 3 to 4 times
staff who are moved  Staff who have been ill for would be reported to the relevant GM
a year)
on soon after over two weeks that do not or senior manager. ( The CEO has the
joining) have a back to work opportunity to try an persuade the staff
programme (reported weekly member to stay)
to manager and GM)  Number of initiatives implemented post
the staff satisfaction survey (monitored
weekly after survey for up to three
months)
 Teams not represented in the in-house
courses to be held in the next two
weeks. Report daily to the CEO
 Accidents and breaches of safety
reported to the CEO immediately
 New staff who have not attended an
induction programme within two weeks
of joining will be reported to the CEO
on a weekly basis.
 No. of CEO recognitions in last week /
last fortnight
 No. of CEO recognitions planned for
next week/fortnight
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Recruiting the  No. of staff who

 No. of managers  Recruitments in progress  Key position job offers issued to
trained in where last interview was over candidates that are outstanding over
right people all the have left within
recruiting two weeks ago 48 hours (report daily all key position
3,6,12 months of
time practices  Confirmed date of testing of offers to CEO / GM)
joining
organisation by candidate’s capabilities  List of shortlisted candidates where
division (reported next round of interviews has yet to be
quarterly) organized (report daily)
Grow leaders who  Number of key
 Number of high  List of high performing staff  Number of CEO recognitions in last
performing staff who have been in same week / last two weeks
thoroughly positions with at
by division position for over two years.  Number of CEO recognitions planned
least two
understand the (reported (monthly list) for next week/ two weeks
protégés by
monthly)  Date of next executive
division (reported
work, live the  Number of course to be attended by
quarterly)
promotions for SMT member (monthly
philosophy, and
high performing update)
teach it to others staff planned in
the next 3 months
(reported
monthly)
 Number of  Date of next leadership  Number of vacant leaderships places
 Number of
managers who programme and the list of on in-house course (reported daily to
managers who
are scoring over suggest attendees by division the CEO in last three weeks before the
have attended
____ on their (report weekly to CEO) course)
leadership
leadership from  Date of next 360 feedbacks
training (by
the 360 feedback for level 1 &2 managers
manager level)
surveys (by
manager level)
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 Staff retention by  Date of next survey (reported  Number of initiatives implemented post
 Level of staff
department monthly) the staff satisfaction survey (monitored
satisfaction with
looking at a 15- weekly after survey for up to three
empowerment
month rolling months)
and fulfilment
trend
(assumes a
survey is done 3
to 4 times a year)
Note:  Number of high performing  List of level 1 & 2 managers who do
 Percentage of
staff who do not have a not have mentors, reported weekly to
Unlikely to have a level 1 & 2
mentor (reported weekly to the CEO.
managers who
KRI on mentorship the GMs.) Note: This measure would only need to be
have mentors
 List of level 3 managers who operational for a short time on a weekly
(reported
do not have mentors, basis.
quarterly)
(reported weekly to the GMs)
 Percentage of
Note: These measures would
high performing
only need to be operational for a
staff who have a
short time on a weekly basis.
mentor (reported
quarterly)
Innovation is a  Innovations
 Innovations that  Number of innovations  Number of innovations planned for
are running implemented last month by implementation in the next 30 days, 60
daily activity implemented
behind (weekly team (Reported monthly to days and 90 days. (Reported weekly to
over last 18
(finding better update) the CEO). the CEO)
months by
division  Number of  Date of next innovation
ways to do the patents training sessions (monthly)
 Date of prototype  Date of next innovation to our
things we do
completion key services (monthly)
every day)  Date of next test
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Embracing  Number of
 Time saved each  List of abandonments in last  Number of abandonments to be made
month through month by team (reported in the next 30 days, 60 days and 90
abandonment: abandonments
abandonments by monthly) days. (Reported weekly to the CEO)
over last 18
Willingness to team (reported  Number of committees / task
months by
monthly featuring forces disbanded this month
abandon initiatives, division (reported
the top quartile  Number of monthly reports
monthly)
opportunities that are performing teams terminated
in this area)  Date of planned replacement
not working or
of service that has now
unlikely to succeed become outdated

Making the right  Major

 Major projects  Managers with the most  Major projects awaiting decisions that
awaiting success with are now running behind schedule
decisions by implementations
consensus (sign- implementations over last (report weekly to CEO)
in last 18 months
consensus with off (report weekly three years (report quarterly  Major projects in progress without
showing degree
to CEO) to CEO) contingency plans (report weekly to
of success
ready contingency CEO)
(exceeded
plans expectations,
met, less than,
abandoned)
Delivery in full on  Percentage of on
 Percentage of on  Teams with the best on time  Emergency response time when it is
time in full delivery record (report weekly over a given duration. Reported
time, all the time time in full
delivery to other to GMs, all staff) immediately to the CEO
delivery to key
to our key customers.  Calls on hold longer than  Late deliveries /incomplete deliveries
customers, other
(report weekly to _____ seconds (reported to our key clients (report 24/7 to CEO,
customers.
customers GMs) immediately) GM, all staff)
(Show last 18
months)  Complaints from our key customers
that have not been resolved within 2
hours (report 24/7 to CEO and GMs)

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Getting closer to  Date of next  Number of initiatives  Date of next visit to major customers
 18-month trend
our customers outside-in activity implemented to improve key by customer name (report weekly to
showing take-up
to enhance customer satisfaction CEO and General Managers)
of new services.
senior- (monthly)  Late deliveries /incomplete deliveries
management  List of key customers were to our key clients (report 24/7 to CEO,
team time since last order is >x GM, all staff)
understanding of weeks (report weekly sales  Key customer complaints not resolved
customer needs team and to the GM) within two hours reported to the CEO
(e.g., Date of next  Date of next think tank with immediately.
SMT interface major customers
frontline  Date of next initiative to
positions). attract targeted ‘non-
customers’
We finish what we  Number of  Number of overdue reports /  List of late projects by manager
 Status of projects
projects finished documents by weekly to the reported weekly to the senior
start reported monthly
in the month. senior management team. management team.
 Number of projects that are  List of projects that are at risk of non-
manager / staffed by completion (unassigned / manager has
contractors or consultants left/ no progress made in last three
months etc)
A bias for action  New initiatives  Number of recognised  Number of prototypes / pilots
 New initiatives
that will be fully mistakes highlighted last commenced in month by division
completed.
operational in the month (if number too low you  Date of next new service initiative
(show past 18
next three months have an unhealthy
months)
by department. environment)
 Number of bureaucratic
processes abandoned in
month