Balanced Scorecard Framework

Check-in System
 Check in System – the balanced
scorecard and the culture change
programme
• The balanced scorecard approach was implemented at
Adobe partly as a consequence of an existing company
culture and need for new PMS
• It supported the cultural change project by reinforcing
its five core values and encouraging behaviour that was
consistent with Adobe’s goals and values.
• Despite major changes to its product and sales model,
competitive performance did not improve
• Adobe struggled to re-establish its dominance and
regain market share
 BSF
• made to align business activities to the vision,
mission and strategy of the organization
• Improves both internal and external
communications, and monitor organization’s
performance against strategic goals that was
defined in the beginning.
• takes a company’s objectives and splits them
between 4 equally important perspectives:
Financial, Customer, Operational, People
BSF
 The check-in system at Adobe
• Senior management decided to implement a
comprehensive change programme – check in
which involved:
• At the heart of the check-in system was
Adobe’s balanced scorecard.
• To achieve the required change, the following
steps were followed:
• Step one: Review of competitive position
The senior management reviewed Adobe’s competitive position, with regard to market position, technological trends and financial performance.

• Step two: Involvement of senior employees

Aware of the significance of wide employee involvement to drive the check in system, the VP, HR joined the chief executive to undertake a comprehensive
SWOT analysis of the company. After initiating a broad review of the company’s operations and performance, the chief executive assembled a broader
group of employees who would be heavily involved in driving the project forward. This group included the 10 individuals ranging from VP to senior
managers from various divisions.

• Step three: Creation of a shared vision

• The group developed a shared vision to clarify:
- How to organise the change effort
- The direction in which the company needed to move.

• Step four: Communication of the vision (Introduction of the Check-in)

• Step five: Plan for and create short-term goals

• Step six: Embed cultural change

• Step seven: Articulate the linkages between the cultural change project and organisational competitive success
• To maintain commitment to its change programme, Adobe used the objective measures derived from the values scorecard, and linked each to its
impact on financial performance, and ultimately to the increase in Adobe’s valuation.
 Overcoming resistance to change
• biggest challenge involved creating a new
mindset.
• invested heavily in change management to help
our managers take ownership of the process
• establish a culture in which employees would
welcome and act upon ongoing feedback.
• Built managers' skill sets around compensation
planning for annual Rewards Check-in process.
• Training for both managers and employees to get
comfortable with Check-in
 Financial: Customer:
• Adobe’s stock price • Increased market
rose from $33 to share in terms of
$90 per share sales
• Rose 10 spots on • Viewed as industry
the Interbrand top success story, moving
global brands to subscription-based
ranking to 68 model faster than any
other software brand

Mission, Vision and

Strategy:
• Managing without
performance reviews –
and transforming the
employee experience.

Business Processes: Business Processes:

• Improved recruitment
efforts, utilizing its
The impact of unstructured approach
• Saved 80,000 manager
the balanced hours and increased
scorecard in innovation
• Dropped voluntary
Adobe attrition
• 50% virtual and live
training focused on
check-in
• Continuous feedback
• Informal
communication
• Simple and hassle-free
performance review