2019 04 bsc-strategy english.ppt

© Friedag/Schmidt 2019
Welcome
Future!
Part I
Strategy Development
1

2
Combine a strategy with the Balanced Scorecard
Agenda
01 Introduction
02 Future and Balanced Scorecard
03 Strategy - the bases of securing the company’s future
04 Starting the BSC
05 Approach for concrete work
06 OAR– strategic actions
07 Organising the work
08 Conclusions
2

They must often change who would be
constant in happiness or wisdom.
___________________
Confucius
3

Dr. Herwig R. Friedag & Dr. Walter Schmidt
4

Independent consultant specialising in:
 Implementation of the Balanced Scorecard in companies
 Practice-orientated Balanced Scorecard workshops
 Had been 20 years leader of the public relations board of the ICV
(International Controller Association)
 Founder of ICV work group Berlin-Brandenburg and ICV
international work group – and many European ICV work groups
 Lecturer at University Rostock, Humboldt University Berlin
and at Donau University Krems (Austria)
Hobbies: moving in nature, volleyball, rowing
Dr. Herwig R. Friedag
Dr. Herwig R. Friedag
Friedag Consult
Beskidenstr. 33, D 14129 Berlin
Fon +49 30 80 40 40 00
Fax +49 30 80 40 40 01
consult@friedag.com
www.friedag.com
Born in 1950, Married, 2 grown up boys
graduate economist
5

 Development and implementation of strategies
 Implementation of Balanced Scorecards and
controlling networks in enterprises
Dr. Walter Schmidt
Dr. Walter Schmidt
c/o Friedag Consult
Beskidenstr. 33, D 14129 Berlin
Fon +49 30 80 40 40 00
Fax +49 30 80 40 40 01
walter @ ask-schmidt.de
www.friedag.com
Born in 1950, Dipl. Chemist, Dr. oec.
Married, 2 children
Consultant for
applied strategy and kommunication:
International Controller Association
 Executive Adviser of the Board
Hobbies
 Writing
 Music
 Philosophy
© Friedag/Schmidt 2019 6

Publications
Total number of copies > 85.000
in US, CZ, D, FIN, PL, RUS
1999, 2000, 2002
2001
2003
2005
2004
2002, 2003, 2005, 2011, 2015 2016
2000, 2002, 2004
7
2014
2001
2009

 Meeting papers
 Meeting notes / delivery to participants
 Team work in always different mixture
 Flexible time-management
 Breaks for lunch / dinner
 Tea and coffee-breakes / smoking
Organisation
8© Friedag/Schmidt 2019

 Absolute confidentiality
 We have time for discussions and questions
 To be silent means agreement
 Rules of teamwork:
 regulation of team-members
 regulation of team-organizer and –speaker
 regulation of time
 Cards left on the board have the agreement of all
 No disruption during the workshop by mobile phones and absence
 We are responsible for the realisation of our (!!) goals
Our agreements
9© Friedag/Schmidt 2019

10
Agenda
01 Introduction
04 Starting the BSC
08 Conclusions
10

„Whatever will be, will be“;
nonetheless, we can, we have to do something today for the future.
Therefore, we should
 at least meet the requirements of the future
 or better: set standards
 or even: try to influence the changes in society
We want, we have to prepare for our future,
even though it is not a 100% controllable !
11

Why could a BSC make sense for your company?
 We achieve joint objectives
 We translate strategies into action
 By communication we achieve thinking, responsibility, objective-
orientated action of our employees and partners
 We assure sustainability of our company
12

Requirements to start the process of strategy
implementation
 Willingness for change
 Reduce Blame-Culture – learning to learn from mistakes:
“no mistake is the biggest mistake”
 Willingness of management to work out
and discuss strategic objectives
 A strategy !
13

The future has many names.
For the weak, it is the unreachable.
For the fearsome, it is the unknown.
For the brave, it is the chance.
___________________
Victor Hugo
14

15
Work in Groups: Preserve - Change
What should be preserved in your company,
What should be changed in future ?
You have 20 minutes time

16
Agenda
01 Introduction
04 Starting the BSC
08 Conclusions
16

17
Strategy
What is the strategic objective of a company/an organisation?
 The basic strategic objective is that of securing the sustainability of a
company/organisation.
 Sustainability can be achieved only on the condition that all relevant
stakeholders can benefit from it.
Consequently the objective of a strategy is that of generating a
dynamic equilibrium of the benefits which can accepted by all
the relevant stakeholders.

Strategy as part of a holistic management
Strategic potentialities as input-parameters for results and finance/liquidity;
the Balanced Scorecard as tool to work out and implement the company‘s
strategy.
Assets .
Strategy Result Finance
Potential planning
with e.g.
Balanced Scorecard
etc.
Controller as a Strategy
moderator / consultant
Profit planning
with e.g.
Contribution margin
accounting etc.
Controller as a mediator
between internal and
external accounting
Finance planning
with e.g.
Free Cash Flow-
accounting etc.
Controller as a manager of the
stakeholder interests
Logic of the decision
liabilities
G
D
P
FA
WC
Equ
Dbt

Expenditures
Growth of money
develop exploit
Orders / Sales
Use capacities
Quality assurance
Employee engagement
Safeguarding liquidity
Partner engagement
Marketing
Develop capacities
Quality potential
HR competences
Investor Relations
Partnership
strategic operational
Potentials
Possibilities
+
competencies
What is strategic, what is operational ?
Growth of potentials
to do ?
to do nothing ?
long-term ?
short-term ?
19

orientation by
objectives
financial
resources
motivation for
implementation
xx
economic force
time resourcesx
Aspects of the development of potential
20

Kaplan/Norton
Balanced Scorecard:
translate strategy into action!
Only the one who possesses a strategy, can implement it.
Therefore: The one who wants a Balanced Scorecard has
to start with the strategy!
21

1 – 3 years
Business Model
Balanced Scorecard
Intermediate-term planning
Strategic House
Reporting-Scorecard
Strategic
Projects
balance
of goals
Concept
Strategy-
develop-
ment
Strategy-
imple-
mentation
Use of
strategic-
potentials
Strategic dimensions and how we proceed
“timeless“
Business Idea
3 – 10 years
22
Project Management PreviewsConsequence Management
current year
Core Expertise
Focusing Strategic Modules Agenda

1. Business-idea
2. Core Expertise
3. Business-model
4. Agenda
5. Strategic Modules
6. Focusing
 Balanced Scorecard
Steps to create a strategy
23

Business Idea (1)
Values
(Identification)
Vision
(basic goal)
Mission
(corporate,
social
purpose)
The reason to be
proud
What is our
goal ?
For whom are
we working ?
 What could for us
be always a challenge ?
 No target, but a motivation for us,
to form always new goals !
 What is our unique
contribution for other
people, for our society ?
 Who is missing what,
if we would not be there ?
 Values: Beliefs or ideals
what is desirable or not.
 common business values are
fairness, innovation and
community involvement
 Values have a major
influence on behavior
and attitude and are a
guideline in all situations.
24
 The values of this company are:
 innovation
 trust
 respect

25
Work alone and in groups: Values
What should be the three most important values of your company:
1.
2.
3.
Then bring it together in small groups, then in a larger group…
For each round you have 15 minutes time
3 3 3 3 3 3 3 3 3 3 3 3 3 3 3
3 3
3 proposed values
3
3 3 3 3
3 3 3 3 3 3

Business Idea (2)
Values
(Identification)
Vision
(basic goal)
Mission
(corporate,
social
purpose)
The reason to be
proud
What is our
goal ?
For whom are
we working ?
 Who is missing what, if we
would not be there ?
26

Business Idea
Values
(Identification)
Vision
(basic goal)
Mission
(corporate,
social
purpose)
The reason to be
proud
What is our
goal ?
For whom are
we working ?
 Who is missing what, if we
would not be there ?
 Values: Beliefs or ideals
what is desirable or not.
 common business values are
fairness, innovation and
community involvement
 Values have major
influence on behavior
and attitude and are a
guideline in all situations.
27

Example: Value and Vision
Company producing rear-view mirrors for cars
 The values of this company are:
 innovation
 trust
 respect
 The business idea, the very long-time interior goal,
the “vision” of this company:
the leading car-manufacturers for our clients
 Our corporate purpose, our “mission”:
we produce high-tech safety

29
Work in Groups: Business-Idea
What is the Business Idea of your company:
1. Our Vision
2. Our Mission

Steps to create a Strategy
30
1. Business-idea
2. Core Expertise
3. Business-model
4. Agenda
6. Focusing

Core Expertise
Position of our company in the market
31
Skills /
Processes
Marketing
Sale
Desire
ProductGood
Price
Allowed
cost
Core Expertise

Example: Core Expertise
 Our products:
rear-view mirrors for cars
 The good for our customers:
to give a strong feeling of security
 Our Price-Orientation:
we achieve a high-tech price
 The allowed cost
approximately 30% lower as price*sales

33
Work in Groups: Core Expertise
How can we transfer our products into a good for our customers ?
Name the three most important points:
1. …
2. …
3. …

34
1. Business-idea
2. Core Expertise
3. Business-model
4. Agenda
6. Focusing

The Business-Model
Uniqueness
Customer needs
Kind of client
Core competence
Which customer needs can we
manage with our core competence
better than anybody else ?
Do we match this kind of client ?
Which needs do we really manage
with our offer?
Do we have the right kind of clients ?
Which products / abilities/ tech-
nologies can we manage really good ?
Do we have proper deliverers and
Cooperation-Partners ?
What makes the clients tick ?
Are these the clients, whose needs
we intend to manage ?
Do these clients match to us ?
Which sales- and margin potencial can we expect with this business-model ?
35

© Friedag / Lewandowska 2008 36
Business-Model
 Who is our customer ?
Kind of clients
 What are the needs of our customer?
Customer need
 How can we find a cost-covering solution for that?
Core competence
 How can we be better than the competitors?
Uniqueness

Example: Business-Model
 Kind of clients:
Developer of the leading car-manufacturers
 Customer need:
to be with high-tech rear-view mirrors more innovative and safe
than other car manufacturers
 Core competence:
we can develop new technologies and we can produce these
innovative items with best quality
 Uniqueness:
secure processes in innovation - and then production

38
Exercise: Business-Model
Describe the business-model of your company:
1. kind of clients we want to have
2. core competence
3. customers need
4. uniqueness

39
1. Business-idea
2. Core Expertise
3. Business-model
4. Agenda
6. Focusing

Agenda
40
Agenda
Sales
Produc-
tivity
Quality
Profit
# of
Patents
...
What do you want to achieve in 2025…2027 ?
 the Agenda defines
the goals for
the operational
business
in a longer
perspective

Example: Agenda
 the Agenda, defined by the owners and/or
the board of directors:
target-year 2025 actual
 Patent applications: 10 p.a. 3 p.a.
 Sales: 2.500 Mio € 750 Mio €
 Profit-margin: 7% 3,5%

42
Exercise: Agenda
What should be goals for 2025… 2027 (?) of your company:
a. …
b. …
c. …

1. Business-idea
2. Core Expertise
3. Business-model
4. Agenda
6. Focusing
43

Concretion
Of course, for doing the first step. You should know what will happen in
the future – but not in detail
 Idea: What goals could be
achieved in the remote future ?
 Conception: What has to be
prepared for the near future ?
 Connection: What has to be
defined for the next 2 years ?
44

Example: Strategic Modules
The Concretion until 2021 could be:
 Idea: What goals could
be achieved in the years
5 – 7 ?
 Conception: What has
to be prepared for the
years 3 – 4 ?
 Connection: What has
to be defined for the
next 2 years ?
Idea until 2027:
- most new cars are equipped with
our rear-view mirrors
- all innovative companies are
developing together with us
Conception until 2023:
- having development-projects
together with clients
- built up six sigma-oriented
production
Connection until 2020:
- built up capacities for development
- internationalisation of the company
45

46
Exercise: Strategic Modules
Have ideas for the strategic modules:
idea (5-7 years)
a)
b)
c)
conception (3-4 years)
a)
b)
c)
connection (1-2 years)
a)
b)
c)

1. Business-idea
2. Core Expertise
3. Business-model
4. Agenda
6. Focusing
47

Focus: A dynamic topic store
1) What is to do ?
2) When should it be done (Prioritise on a timeline) ?
Product /
Investment
Organisation
Communi-
cation
Leadership
2019 2020 2021
and later
 Quality
 Service
 Technology
 Buildings
 …
 Workflow
 Logistic
 Administration
 Events
 …
 Disposal
 Alignment
 Conflicts
 Consequences
 …
 Behavior
 Participation
 Learning
 recognition
 …
Balanced Scorecard

49
Work in Groups: Focus
Products
Leader-
ship
Commu-
nication
Organi-
sation

 We have joint and clearly defined strategic and operative objectives
orientated action of all of our employees and partners
 Better transparency creates confidence at internal and external
partners
Conclusion
More successful because of strategy development and
implementation with the help of Balanced Scorecard ?
Strategy is the first task of leaders !
50

Welcome
Future!
Part II
Strategy Implementation with the
Balanced Scorecard [BSC]
51

52
Agenda
01 Introduction
04 Starting the BSC
08 Conclusions
52

1 – 3 years
Business Model
Balanced Scorecard
Intermediate-term planning
Strategic House
Reporting-Scorecard
Strategic
Projects
balance
of goals
Concept
Strategy-
develop-
ment
Strategy-
imple-
mentation
Use of
strategic-
potentials
Next strategic steps
“timeless“
Business Idea
3 – 10 years
53
Project Management PreviewsConsequence Management
current year
Core Expertise
Focusing Strategic Modules Agenda

The Balanced Scorecard is a universal tool to
align the acting of a group of people toward
a joint objective.
subjective:
What are we ready to
do and will we take
over the
responsibility?
objective:
What objectives and
tasks do we want to
commit ourselves to?
What is a Balanced Scorecard ?
54

I. Identification of objectives
(key image, key objective,
key indicator)
II. Develop strategic
action frame
III. Complete action frame
with actions (collect ideas)
IV. Bundle actions into
strategic projects
V. Reporting with the
Balanced Scorecard
VI. Arrange the BSC into the
leadership process
VII. Organise
learning process
Communication
Implementation steps for a Balanced Scorecard
55

 What we focus on the implementation of the strategy ?
 What will be our strategic period? (1-3 years)
 Key objective
What do we want to achieve in this period ?
(a “milestone“ of the vision)
 Key image
Strategic message: How do we want to be seen after this period ?
 Key ratio
How can we recognise that we are successful?
Goals we want to realise in the next future

What do we want to achieve ?
We start to be a technological market leader
Key Objective (short time vision)
The key objective is destined for our company‘s
employees.
It matches our values that are exemplified through our
own life.
57

Why shall people be our customers ?
Key Image (short time Mission statement )
We are a worldwide innovative supplier of rear-view mirrors.
The key image aims at the memory of our potential
customers / partner.
With the key image we raise expectations that we
have to meet.
58

One key ratio for the company
 What shall be the most important criteria that subordinates all
strategic decisions?
 How do we want to measure that ?
Key ratio
Key ratio: number of jointly (with customers) developed
innovations
With the key ratio
we concretise our joint orientation
59

worldwide
innovative supplier of
rear-view mirrors
We start to be the
technological market leader
number of jointly (with customers) developed innovations
key
objective
key image
key ratio
Agreement on Objectives
60

61
Work in groups: Goals for the next future
What could be for our company the
1. key objective,
2. key image and the
3. key ratio

62
Agenda
01 Introduction
04 Starting the BSC
08 Conclusions
62

63
 Which tasks do we have to fulfil, in order to achieve our
vision?
 strategic topics
 Which potentials do we have to develop in order to achieve
our vision?
 perspectives
II. Developing the strategic action frame
key image:
Worldwide innovative supplier of rear-view mirror
key objective:
We start to be the technological market leader
key indicator: Number of jointly (with customers) developed innovations
Which potentials do we have to jointly develop so we are able to face
the future better than the competitors can do it?

Strategic topicsPerspectives
what shall we do now?
worldwide innovative supplier
we start to be the
number of jointly developed innovations
image
jointly developed
innovations
# of projects
higher revenue
extension of sales
dept.
sale potential
objective
strategic topic
Indicator
Perspectives
customer retention
Customers
new contracts
dedication
employees
CIP-Groups
reliability
processes
error ratio (ppm)
reliability
partners
audits
cost consciousness
fin. & controlling
Cash Flow
development
Recruitement of
internat. oriented
engineers
# of employments
64

Perspectives for the stakeholderPerspectives
With whom and for whom
do we intend to do it ?
we start to be the
extension of local
presence
entry into chinese
market
trade volume
image
jointly dev. innov.
# of projects
higher revenue
extension of sales
dept.
sale potential
objective
strategic topic
Indicator
Perspectives
Cost consciousness
fin. & controlling
Cash Flow
reliability
Partners
Audits
dedication
employees
CIP-Groups
Customer retention
Customers
New contracts
CIP = continuous improvement process
65

Our strategic framePerspectives
we start to be the
higher revenue
extension of sales
dept.
sale potential
objective
Strategic topic
Indicator
Perspectives
Cost consciousness
fin. & controlling
Cash Flow
Reliability
Partners
Audits
dedication
employees
CIP-Groups
Customer retention
Customers
New contracts
image
jointly developed
innovations
# of projects
development
Recruitement of
internat. oriented
engineers
# of employments
max. 5 perspectives and 4 topics
– less is better !
66

67
Work in groups: Strategic Topics
What are the two main tasks (services, products, changes)
that we have to devote ourselves to in order to achieve the vision
in the near future ?
For each topic, define an objective and an ratio with which
we can measure the achievement
Less is more !
Recommendation: less than five, best two or three strategic topics

68
Work in groups: Perspectives of the Stakeholders
Who are the relevant stakeholders ?
How can we motivate our stakeholders to aim at our strategic
topics? Define for each perspective an objective and an ratio, which
measures the degree of achievement
Less is more !
Recommendation: maximum of five, best three or four perspectives
You have 30 minutes time !

69
Agenda
01 Introduction
04 Starting the BSC
08 Conclusions
69

70
Kaplan/Norton
Translate strategy into action!
It is only through the concrete, daily actions of all the employees in a
company that potentials can be developed.

71
Check if every action matches
 the strategic topics and
 the development areas (perspectives)!
Objective
Action
Ratio
Strategic topics Development areas
(perspectives)
III. Objective-oriented actions - the OAR-principle

72
OAR-principle
Objective
Action
Ratio

Define objective-oriented actionsPerspectives
we start to be a
higher revenue
extension of sales
dept.
sale potential
objective
Strategic topic
Indicator
Perspectives
Cost consciousness
fin. & controlling
Cash Flow
reliability
Partners
Audits
dedication
employees
CIP-Groups
Customer retention
Customers
New contracts
image
jointly developed
innovations
# of projects
Objective: create enthusiasm at the customers
Action: customer visits approx. 8 weeks after first
delivery: „Any problems ?"
Ratio: number of visited customers
development
Recruitement of
internat. oriented
engineers
# of employments
73

Create objective-oriented actionsPerspectives
we start to be a
higher revenue
extension of sales
dept.
sale potential
objective
Strategic topic
Indicator
Perspectives
Cost consciousness
fin. & controlling
Cash Flow
Reliability
Partners
Audits
dedication
employees
CIP-Groups
Customer retention
Customers
New contracts
image
jointly developed
innovations
# of projects
Objective
Action
Ratio
Objective
Action
Ratio
development
Recruitement of
internat. oriented
engineers
# of employments
74
Objective
Action
Ratio
Objective
Action
Ratio
Objective
Action
RatioObjective
Action
Ratio Objective
Action
Ratio
Objective
Action
Ratio
Objective
Action
Ratio
Objective
Action
RatioObjective
Action
Ratio
Objective
Action
Ratio
Objective
Action
Ratio
Objective
Action
Ratio
Objective
Action
Ratio
Objective
Action
Ratio
Objective
Action
Ratio
Objective
Action
Ratio
Objective
Action
Ratio
Objective
Action
Ratio
Objective
Action
Ratio
Objective
Action
RatioObjective
Action
Ratio
Objective
Action
Ratio
Objective
Action
Ratio
Objective
Action
Ratio
Objective
Action
Ratio
Objective
Action
RatioObjective
Action
Ratio
Objective
Action
Ratio
Objective
Action
Ratio
Objective
Action
Ratio
Objective
Action
Ratio
Objective
Action
Ratio
Objective
Action
Ratio
Objective
Action
Ratio
Objective
Action
Ratio

75
So many OAR´s

76
Example: customers
Objective: awake enthusiasm among customers
Action: customer visits approx. 8 weeks after
first delivery: „Any problems ?"
Ratio: number of visited customers
S 1
For each development field of the company
there have to be developed actions supporting
the achievement of the goals

77
Work in groups: Objective-Action-Ratio (OAR)
What exactly do we have now to do to achieve our
strategical goals in 2019/2020:
1. Objective
2. Action
3. Ratio
All three points please on one moderation-card – readable written

78
Agenda
01 Introduction
04 Starting the BSC
08 Conclusions
78

IV Implementing Strategic ProjectsPerspectives
we start to be a
higher revenue
extension of sales
dept.
sale potential
objective
Strategic topic
Indicator
Perspectives
Cost consciousness
fin. & controlling
Cash Flow
Reliability
Partners
Audits
dedication
employees
CIP-Groups
Customer retention
Customers
New contracts
image
jointly developed
innovations
# of projects
Objective
Action
Ratio
development
Recruitement of
internat. oriented
engineers
# of employments
79
Objective
Action
Ratio
Objective
Action
Ratio
Objective
Action
Ratio
Objective
Action
Ratio
Objective
Action
RatioObjective
Action
Ratio Objective
Action
Ratio
Objective
Action
Ratio
Objective
Action
Ratio
Objective
Action
RatioObjective
Action
Ratio
Objective
Action
Ratio
Objective
Action
Ratio
Objective
Action
Ratio
Objective
Action
Ratio
Objective
Action
Ratio
Objective
Action
Ratio
Objective
Action
Ratio
Objective
Action
Ratio
Objective
Action
Ratio
Objective
Action
Ratio
Objective
Action
Ratio
Objective
Action
Ratio
Objective
Action
Ratio
Objective
Action
Ratio
Objective
Action
Ratio
Objective
Action
Ratio
Objective
Action
Ratio Objective
Action
Ratio
Objective
Action
Ratio
Objective
Action
Ratio
Objective
Action
Ratio
Objective
Action
Ratio
Objective
Action
Ratio
Objective
Action
Ratio
Objective
Action
Ratio
Objective
Project
Ratio
Objective
Project
Ratio Objective
Project
Ratio
Objective
Project
Ratio
Objective
Project
Ratio
Objective
Project
Ratio
Objective
Project
Ratio

Perspectives
we start to be a
higher revenue
extension of
sales dept.
sale potential
objective
Strategic topic
Indicator
Perspectives
Cost consciousness
fin. & controlling
Cash Flow
Reliability
Partners
Audits
dedication
employees
CIP-Groups
Customer retention
Customers
New contracts
image
jointly develo-
ped innovations
# of projects
Objective
Project
Ratio
Objective
Project
Ratio
Objective
Project
Ratio
development
Recruitement of
internat. oriented
engineers
# of employments
Objective
Project
Ratio
Objective
Project
Ratio
House of the Balanced Scorecard – what we are
doing
80

81
Plenum: Strategic Projects
How do we organise our strategic doings:
1. Cluster the OAR to Strategic Projects
2. What could be a ratio for these projects ?
3. Who could be responsible for these projects ?
We cluster all together: You have 15 minutes time,
then: ratio discussion, responsibility definition

The most important things:
 Don‘t look for perfect solutions!
 Delegate responsibilities and competences, demand and support
consequence!
 Organise the things that can be already done.
 The sooner the first success appear, the greater the acceptance of
Balanced Scorecard will be.
Implementation the strategy by BSC-Projects
Let us start, there‘s a lot of work ahead of us!
82

 Having objectives only is not enough –
we have to want to do it !
 Assign clear responsibilities
 Achieve early wins
 Develop adjuvant rituals
 Train consequent leader behaviour
 Pay attention: time is a critical ressource
- time cannot be stored
- each process needs sufficient timing
- point in time as important as the period of time
… and organise active doing
83

V. Reporting components of the BSC
Project-
ratios
Ratios of the
BSC-house
strategic and
operational
ratios for
internal control
strategic and
operational
ratios for
external
reporting
Guidance-Scorecard Reporting-Scorecard
84

Reporting with the Guidance-Scorecard
– what do we do ?
85

Reporting - Scorecard
Main corporate ratios
(Development and exploitation of potentialities)
Strategic Goals
= Early ratios
Operational Goals
= Late ratios
86
Planned
Activities
Decisions needed
Reasons for
Divergences

The Balanced Scorecard
 integrates all employees:
- Set a main focus
- Develop and integrate a communication concept
- Use ratios to control
- What divisions are relevant strategically ?
- Where are different approaches needed in order
to achieve the vision ?
- Establish the Balanced Scorecard in the reporting system
- What can be dispensed in the reporting ?
Arrange the BSC into the leading process
87

Diffusion of the BSC into the company
Identifikations-Verein für die Region
Wir steigen in die Liga auf
Tabellenplatz
Tabellenplatz
Tabellenplatz
Bonität
Investoren
Innenfinanzkraft
Kontakte
Region
Treffen
Qualifikation
Mitarbeiter
Fortbildungsquote
Image
Fans
Fanclubs
Engagement
Spieler
Trainingspunkte
mehr Einnahmen
Merchandising /
Branding
Umsatzpotenzial
mehr Mitglieder
Mitglieder-
Wachstum
Mitglieder i. Verein
mehr Zuwendung
Nachwuchs-
förderung
Trainerquote
Ziel
Strategische
Themen
Kennzahl
Bonität
Investoren
Innenfinanzkraft
Kontakte
Region
Treffen
Qualifikation
Mitarbeiter
Fortbildungsquote
Image
Fans
Fanclubs
Engagement
Spieler
Trainingspunkte
mehr Einnahmen
Merchandising /
Branding
Umsatzpotenzial
mehr Mitglieder
Mitglieder-
Wachstum
mehr Zuwendung
Nachwuchs-
förderung
Trainerquote
Ziel
Strategische
Themen
Kennzahl
Entwicklungsgebiete
(Perspektiven)
Tabellenplatz
Tabellenplatz
Tabellenplatz
Bonität
Investoren
Innenfinanzkraft
Kontakte
Region
Treffen
Qualifikation
Mitarbeiter
Fortbildungsquote
Image
Fans
Fanclubs
Engagement
Spieler
Trainingspunkte
mehr Einnahmen
Merchandising /
Branding
Umsatzpotenzial
mehr Mitglieder
Mitglieder-
Wachstum
mehr Zuwendung
Nachwuchs-
förderung
Trainerquote
Ziel
Strategische
Themen
Kennzahl
Bonität
Investoren
Innenfinanzkraft
Kontakte
Region
Treffen
Qualifikation
Mitarbeiter
Fortbildungsquote
Image
Fans
Fanclubs
Engagement
Spieler
Trainingspunkte
mehr Einnahmen
Merchandising /
Branding
Umsatzpotenzial
mehr Mitglieder
Mitglieder-
Wachstum
mehr Zuwendung
Nachwuchs-
förderung
Trainerquote
Ziel
Strategische
Themen
Kennzahl
Entwicklungsgebiete
(Perspektiven)
Tabellenplatz
Tabellenplatz
Tabellenplatz
Bonität
Investoren
Innenfinanzkraft
Kontakte
Region
Treffen
Qualifikation
Mitarbeiter
Fortbildungsquote
Image
Fans
Fanclubs
Engagement
Spieler
Trainingspunkte
mehr Einnahmen
Merchandising /
Branding
Umsatzpotenzial
mehr Mitglieder
Mitglieder-
Wachstum
mehr Zuwendung
Nachwuchs-
förderung
Trainerquote
Ziel
Strategische
Themen
Kennzahl
Bonität
Investoren
Innenfinanzkraft
Kontakte
Region
Treffen
Qualifikation
Mitarbeiter
Fortbildungsquote
Image
Fans
Fanclubs
Engagement
Spieler
Trainingspunkte
mehr Einnahmen
Merchandising /
Branding
Umsatzpotenzial
mehr Mitglieder
Mitglieder-
Wachstum
mehr Zuwendung
Nachwuchs-
förderung
Trainerquote
Ziel
Strategische
Themen
Kennzahl
Entwicklungsgebiete
(Perspektiven)
Tabellenplatz
Tabellenplatz
Tabellenplatz
Bonität
Investoren
Innenfinanzkraft
Kontakte
Region
Treffen
Qualifikation
Mitarbeiter
Fortbildungsquote
Image
Fans
Fanclubs
Engagement
Spieler
Trainingspunkte
mehr Einnahmen
Merchandising /
Branding
Umsatzpotenzial
mehr Mitglieder
Mitglieder-
Wachstum
mehr Zuwendung
Nachwuchs-
förderung
Trainerquote
Ziel
Strategische
Themen
Kennzahl
Bonität
Investoren
Innenfinanzkraft
Kontakte
Region
Treffen
Qualifikation
Mitarbeiter
Fortbildungsquote
Image
Fans
Fanclubs
Engagement
Spieler
Trainingspunkte
mehr Einnahmen
Merchandising /
Branding
Umsatzpotenzial
mehr Mitglieder
Mitglieder-
Wachstum
mehr Zuwendung
Nachwuchs-
förderung
Trainerquote
Ziel
Strategische
Themen
Kennzahl
Entwicklungsgebiete
(Perspektiven)
contribution
Tabellenplatz
Tabellenplatz
Tabellenplatz
Bonität
Investoren
Innenfinanzkraft
Kontakte
Region
Treffen
Qualifikation
Mitarbeiter
Fortbildungsquote
Image
Fans
Fanclubs
Engagement
Spieler
Trainingspunkte
mehr Einnahmen
Merchandising /
Branding
Umsatzpotenzial
mehr Mitglieder
Mitglieder-
Wachstum
mehr Zuwendung
Nachwuchs-
förderung
Trainerquote
Ziel
Strategische
Themen
Kennzahl
Bonität
Investoren
Innenfinanzkraft
Kontakte
Region
Treffen
Qualifikation
Mitarbeiter
Fortbildungsquote
Image
Fans
Fanclubs
Engagement
Spieler
Trainingspunkte
mehr Einnahmen
Merchandising /
Branding
Umsatzpotenzial
mehr Mitglieder
Mitglieder-
Wachstum
mehr Zuwendung
Nachwuchs-
förderung
Trainerquote
Ziel
Strategische
Themen
Kennzahl
Entwicklungsgebiete
(Perspektiven)
Tabellenplatz
Tabellenplatz
Tabellenplatz
Bonität
Investoren
Innenfinanzkraft
Kontakte
Region
Treffen
Qualifikation
Mitarbeiter
Fortbildungsquote
Image
Fans
Fanclubs
Engagement
Spieler
Trainingspunkte
mehr Einnahmen
Merchandising /
Branding
Umsatzpotenzial
mehr Mitglieder
Mitglieder-
Wachstum
mehr Zuwendung
Nachwuchs-
förderung
Trainerquote
Ziel
Strategische
Themen
Kennzahl
Bonität
Investoren
Innenfinanzkraft
Kontakte
Region
Treffen
Qualifikation
Mitarbeiter
Fortbildungsquote
Image
Fans
Fanclubs
Engagement
Spieler
Trainingspunkte
mehr Einnahmen
Merchandising /
Branding
Umsatzpotenzial
mehr Mitglieder
Mitglieder-
Wachstum
mehr Zuwendung
Nachwuchs-
förderung
Trainerquote
Ziel
Strategische
Themen
Kennzahl
Entwicklungsgebiete
(Perspektiven)
contribution
88

 assign specific authority and responsibilities to the indicators
 learn from the cause-effect-chain
 permit, that strategic objectives may be changed
 keep on going to discuss the strategic objectives
VII Organise learning process
89

The balanced scorecard puts strategy
– not control – at the center
___________________
Kaplan / Norton (1992)
90

91
Agenda
01 Introduction
04 Starting the BSC
08 Conclusions
91

 Everyone in the company knows his future
 All stakeholder aim jointly in one direction
 Limitation on less, on the fundamental things for the future
 better operating profits as a base of sustainability
 Better rating
 Better results in the EFQM-Process
Benefits of safeguarding the company with
the help of the Balanced Scorecard
92

 We have joint and clearly defined operative and strategic objectives
orientated action of all of our employees and partners
 Better transparency creates confidence at internal and external
partners
Conclusion
more successful because of strategy developemt and
implementation with the help of Balanced Scorecard ?
Strategy is the first task of leaders !
93

 "Balanced Scorecard is more than a performance measurement
system” Friedag / Schmidt
 "Balanced scorecard is management, not measurement"
Kaplan / Norton
Fazit
balanced scorecard
transforms strategy into action
94

Welcome to the
Future!
Strategydevelopment and -implementation with the
Balanced Scorecard [BSC]
95

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