Balanced

Scorecard
Strategic planning intro

Luis Mamani, Systems Engineer, MBA, PMP

Session 1
 What could happen to companies or
institutions that do not have a dashboard
that allows them to know their situation to
take corrective measures in time?
What do you suggest to
do, so companies have
the chance to achieve
their goals?
What is Balanced Scorecard?

It is a system that
helps structure and
measure the
effectiveness of
strategic planning and
management of an
organization
Balanced Scorecard is a system
Strategic objectives: Measurements: to
desired changes to monitor operational
business performance
High level strategic Strategic initiatives:
elements The strategic map projects to achieve the
Goal: desired
visualizes the strategy performance desired performance

A system to connect the dots

between big picture strategy
elements
Who use the Balanced Scorecard?

Business and
+50% of
industries
worldwide
companies use BSC
(Gartner Group)

Governmental
institutions Within the last75 years, it
was selected as one of the
Nonprofit most influential ideas
(HBR)
organizations
 AGENDA
Start
 1
Strategic
planning 3
approach
Why to play?
4
2 Strategic
Corporate
Where to
goals
play?
 STRATEGIC
PLANNING
APPROACH
Session 1
LET'S REFLECT
ABOUT SOME
UNTHINKABLE
SUCCESSES!
 Why did David defeat to
Goliath?
Why did Obama defeat
John McCain in 2018?

Why did George Patton

beat to Erwin Rommel?
WHY?

Because they though, acted

and execute like strategist!
 KNOW THINK SPEAK ACT

OBSERVE AND ASK THE SOUND MAKE TIME FOR

SEEK TRENDS TOUGH STRATEGIC THINKING AND
QUESTIONS EMBRACE
Have a solid Challenge the CONFLICT
understanding Be open to status quo and
of the industry different get people Focus on issues,
context, trends, possibilities, talking about not people, and
and business approaches and underlying use neutral
drivers. potential assumptions. peers to
outcomes. challenge the
Source: HBR, 4 Ways to Improve Your Strategic Thinking Skills by Nina A. Bowman
thoughts.
How could companies
achieve their goals?

Planning in a strategic way, and

then execute it decidedly and
dynamically!
 WHAT DOES Ordered steps to
IT MEAN achieve an
PLANNING? objective

Source: Google.com
 It consists in being
WHAT DOES different. It means the
IT MEAN deliberate selection of
a set of different
STRATEGY?
activities to deliver a
unique blend of value.

Source: Competitive advantage by Michael Porter

What about strategic
planning?
Where are Where will we want to go / to be?
we?
How will we
go?

How are Desired situation

we?
What will we
do?

Current situation
Source: Own
 STRATEGY IS
THE ANSWER
TO 5
QUESTIONS
Source: Playing to win by A. G. Lafley and Roger R. Marin
WHAT DOES THE STRATEGIC
PLAN HAVE TO DO WITH
BALANCED
SCORECARD?
TEAM DEVELOPMENT AND
EXPECTATIVES

Expectative Teams

Notes:
→ Enter to the suggested links,
→ Create an account in Stormboard.
 WHERE TO PLAY?
Session 2
Select the In what industry are we
going to compete?
roadmap!

Which customers or segment

are we going to serve?
 t ry
us
d
In
Segment
…then the job
IDENTIFY they must do…
THE something they
CUSTOME need help to
R accomplish it!
 HOW WE Product leadership
(the best product)
PLAY?

COMPETITI Customer intimacy

Cost leadership
VE (the lowest cost)
(the best service or
solution)
STRATEGY
 COST LEADERSHIP PRODUCT CUSTOMER
LEADERSHIP INTIMACY
Doing things well
No waste Creativity, ability to commercialize Service tailored, personalized
No rework innovative ideas very quickly, Advice
Process excellence continuously seek new solutions. Development of solutions.

 High level of efficiency in operations.
 Integrated information systems:
process operations at low cost and
high speed.
 Customer service without errors.
 Strict adherence to standards and
control techniques.
 Culture: rejects waste and rewards
efficiency.
 The efforts are focused on invention,
product development and market
exploitation.
 Tasks are structured around the
creation of products
 Focus on the selection, development,
motivation, guidance and retention of
talented staff.
 Culture: promotes imagination and
creativity within.
 Very good understanding of the
client's business processes
 Development of relationships with the
client is highly valued.
 Sales focused on customer portfolios.
 Culture: promotes the development of
specific solutions instead of general
ones. "If the client wants it, it is done,
and it will go well"
 WHY TO PLAY?
Session 3
Mission

Vision

Values
Mission Operation CHAVÍN
DE HUANTAR

What is it pretend to do?

Who Will be done for?

Duty,
reason,
Reason for being of the organization
purpose
Mission statements
“Cuidamos el esfuerzo de los que
hacen crecer al país.”
“Connect the world's
professionals to make them more
productive and successful."
“To accelerate the advent of
sustainable transport by bringing
compelling mass-market electric
cars to market as soon as
possible.”

“Formar líderes íntegros e

innovadores con visión global
“Spread ideas". para que transformen el Perú.”
Vision
Dwight D.
Eisenhower

It is about the future

Aspiration, It is challenging, daring, engage customers

desire,
longing. Where we want to be at the end of the road
Vision statements
“To create better everyday life for
the many people”.

“A world without poverty".

“Create the most compelling car

company of the 21st century by
driving the world's transition to
electric vehicles".
“To help people and businesses
throughout the world realize their
full potential”.
“Make people happy".
 Customer as purpose

Source: BAI, Domains of Business Agility

Values
Vinny Pazienza: “The
Pazmanian Devil”

How people really are

Beliefs, It is what is expected from people

aptitudes,
conviction It must support the Mission
 Mission:
“to organize the world’s information and make it universally accessible and useful.”

Vision:
“to provide access to the world’s information in one click.”

Values:

1. Focus on the user and all else will follow.

2. It’s best to do one thing really, really well.
3. Fast is better than slow.
4. Democracy on the web works.
5. You don’t need to be at your desk to need an answer.
6. You can make money without doing evil.
7. There’s always more information out there.
8. The need for information crosses all borders.
9. You can be serious without a suit.
10. Great just isn’t good enough.
 Mission:
“The mission of The Walt Disney Company is to be one of the world’s leading producers
and providers of entertainment and information. Using our portfolio of brands to
differentiate our content, services and consumer products, we seek to develop the most
creative, innovative and profitable entertainment experiences and related products in the
world.”

Vision:
“to make people happy.”

Values:

1. The company is committed to continued innovation and technology

2. The Disney Company strives toward setting a high standard of excellence and
maintaining that high standard
3. The Disney Company is committed to positive, inclusive ideas about family, which
provide enjoyment for all ages
4. The Disney Company continues a tradition of timeless storytelling that delights and
inspires
5. The company is dedicated to honor and respect decency in order to inspire trust in the
company
 Mission:
“to invent the next industrial era, to build, move, power and cure the world.”

Vision:
“to become the world’s premier digital industrial company, transforming industry with software-defined machines
and solutions that are connected, responsive and predictive.”

Values:

1. Unyielding Integrity
2. Commitment to Performance and Thirst for Change: Passion for Our Customers.
3. Measuring our success by that of our customers.
4. Meritocracy.
5. Growth Driven, Globally Oriented.
6. Every Person,
7. Every Idea Counts.
8. Playing Offense.
9. Embracing Speed and Excellence.
10. Living the Hallmarks of GE Leadership.
 STRATEGIC
CORPORATE
GOALS
Session 4
What is an objective?

Achievements to
realize what the They must be
Mission points out challenges, not
and to successfully recurring
move towards what functions of the
is aspired with the company.
Vision.
 I start in July, and I
will achieve it in Market is requiring
Step 6 Cloud Pro!
Defining a
December
Give a time!

SMART
Step 5
I have experience

objective
in technology! Make the goal
relevant!
Step 4
I want to be a
Make the goal certified Cloud
Pro! Step 3
attainable!

I would really like Make the objective

to learn more! measurable!

Step 2 I want to be a
Step 1
Cloud Pro!

First, identify something to Be specific!

improve or change
 They are the
QUANTIFIERS of the
success of the strategy along
STRATEGIC the STRATEGIC
CORPORAT HORIZON

E GOALS They are the quantified

WINNING ASPIRATIONS
and the roots of any TARGET
TREE
 GROWTH
STRATEGIC
CORPORAT PROFITABILITY
E GOALS
SUSTAINABILITY
Strategic corporate goals examples
Increase sales in the year 20xx (in three years) by 50%.

Realize a Strategic Alliances with raw material and distribution

companies for August 20XX.

Expand the market to the South Region starting incremental

operations since November 20XX.

Optimize the supply chain process by improving response times to

orders by 20%

Increase the quality of customer service, decreasing the number of

complaints per month by 50% by July 20XX.
Your time!
 Teams of 4 or 5 people

Strategy exercise about: Activities to complete:

• Hairdresser for children. • Team presentation.
• School cleaning. • Name of the company

Examples
• Children's parties • Background of the company.
• Hostesses for charitable events. • Sector and Segment
• Wedding dresses. • Competitive strategy
• Perfumes for pets. • Mission
• Gym for women • Vision
• Values
• Corporate goals
• Plus: Commercial propaganda

Maximum 5 minutes of exposure and 5 minutes of comments.

It must be an innovative, agile presentation ... and everyone participates!

HANDS ON WORK: COMPANY SEED

Team Company name …

Notes:
→ Enter to the suggested links,
→ Create an account in Stormboard.
End of session!
Balanced Scorecard