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Research proposal: 
Barriers of implementing the Balanced 
Scorecard in Egyptian banks 
(Case study on a local private ban...
Barriers of implementing the Balanced 2 Scorecard in Egyptian banks
FORMULATION 
EXECUTION 
3 Barriers of implementing the Balanced Scorecard in Egyptian banks
Contents 
1. Abstract 
2. Introduction 
3. AIM of the research 
4. Research objectives 
5. Research problem 
6. Literature...
Abstract 
o This research aims to identify the barriers of 
using the Balanced Scorecard as a strategy 
management tool in...
Abstract, cont. 
The research will cover the following areas: 
o Identify the current strategy execution 
practices adopte...
Introduction 
CBE Governance guidelines 
o According to the governance guidelines of the Central 
Bank of Egypt (CBE) appr...
Introduction, cont. 
What is Strategy? 
According to Michael Porter (HBR 4134, 1996), 
Operational effectiveness and strat...
DOING DIFFERENT THINGS, OR 
DO THE SAME THING DIFFERENTLY 
9 Introduction
Introduction, cont. 
Importance of Strategy 
o According to Robers S. Kaplan and David P. Norton 
(2008), The Monitor Grou...
11 Barriers of implementing the Balanced Scorecard in Egyptian banks
Introduction, cont. 
The Balanced Scorecard 
o Developed by Harvard professor Robert Kaplan and 
consultant David Norton, ...
13 
Financial 
results 
Customer 
benefits 
Internal 
capabilities 
VISION 
Introduction, cont.
AIM of the research 
1. Investigate the barriers of implementing the 
Balanced Scorecard as a framework for strategy 
mana...
Research objectives 
1. Identify the current strategy management’s practices 
in local banks. 
2. Identify the important b...
Research problems 
1. The Balanced Scorecard framework is not adopted 
by local banks that led to unsatisfactory strategy ...
Research questions 
1. What’s the current strategy management framework 
used in the bank? 
2. What are the barriers to im...
Literature review 
o Michael E. Porter explained the differences between 
Operational Effectiveness (OE) and Strategy (199...
Literature review, cont. 
o Ahmed et al. (2011) conducted a study in which they 
surveyed a sample of 27 banks in Pakistan...
Literature review, cont. 
o Sabah M. Al-Najjar (2012) conducted a study to 
contribute to the understanding of how Balance...
The research design 
o The purpose of the research is to discover the barriers 
of using the Balanced Scorecard (BSC) as s...
The research design, cont. 
The proposed data collection will be as follows: 
o An official request will be sent to the ch...
Research significance 
Barriers of implementing the Balanced 23 Scorecard in Egyptian banks
Research significance, cont. 
Our research results will support the bank’s executive 
committee members to apply the Balan...
Limitations and delimitations 
o This research will be conducted on a private bank and 
the findings can’t be generalized ...
Consent, access and participants' protection 
The researcher will sign a confidentiality agreement with 
the bank under st...
Dissertation outline 
Chapter 1 - Introduction 
Chapter 2 - Literature Review 
Chapter 3 - Research Methodology 
Chapters ...
Timeline 
Time Topic 
1 month Chapter 1: Introduction 
4 months Chapter 2: Literature Review 
5 months 
Chapter 3: Researc...
References 
Books 
o Robert S. Kaplan & David P. Norton (2008), The 
Execution Premium. Harvard business school 
Publishin...
References, cont. 
Articles 
o Michael E. Porter (1996). What is strategy, Harvard Business 
Review, 4-10. 
o Sabah M. Al-...
Questions 
31 Barriers of implementing the Balanced Scorecard in Egyptian banks
Prepared by: 
Walid Saafan 
Walid.Saafan@gmail.com 
http://eg.linkedin.com/in/walidsaafan 
32
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Barriers of implementing the Balanced Scorecard in Egyptian banks

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Research proposal
Barriers of implementing the Balanced Scorecard in Egyptian banks

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Barriers of implementing the Balanced Scorecard in Egyptian banks

  1. 1. Research proposal: Barriers of implementing the Balanced Scorecard in Egyptian banks (Case study on a local private bank) Prepared by: Walid Saafan DBA - September 2014 Supervisor: Prof. Dr. Alaa Abdel Bary
  2. 2. Barriers of implementing the Balanced 2 Scorecard in Egyptian banks
  3. 3. FORMULATION EXECUTION 3 Barriers of implementing the Balanced Scorecard in Egyptian banks
  4. 4. Contents 1. Abstract 2. Introduction 3. AIM of the research 4. Research objectives 5. Research problem 6. Literature review 7. The research design 8. Research significance 9. Limitations 10. Consent 11. Dissertation outline 12. Timeline 13. References Barriers of implementing the Balanced 4 Scorecard in Egyptian banks
  5. 5. Abstract o This research aims to identify the barriers of using the Balanced Scorecard as a strategy management tool in the Egyptian private commercial banks. o The research finding and recommendation will support the Egyptian banks’ management to adopt the Balanced Scorecard framework for strategy management in their banks. Barriers of implementing the Balanced 5 Scorecard in Egyptian banks
  6. 6. Abstract, cont. The research will cover the following areas: o Identify the current strategy execution practices adopted by the senior management of the bank (under study), o Identify the barriers of implementing the Balanced Scorecard framework. Barriers of implementing the Balanced 6 Scorecard in Egyptian banks
  7. 7. Introduction CBE Governance guidelines o According to the governance guidelines of the Central Bank of Egypt (CBE) approved on 5th Jul., 2011, the board of directors is responsible of the approval of the bank strategy and strategic objectives, overseen the strategy execution, and make sure that it is communicated to all the employees. Barriers of implementing the Balanced 7 Scorecard in Egyptian banks
  8. 8. Introduction, cont. What is Strategy? According to Michael Porter (HBR 4134, 1996), Operational effectiveness and strategy are both essential to superior performance, which, after all, is the primary goal of any enterprise. But they work in very different ways. 1. Strategy is the creation of unique and valuable position, involving a different set of activities. 2. Strategy requires you to make a trade-offs in competing to choose what not to do. 3. Strategy involves creating “fit” among a company’s activities. Barriers of implementing the Balanced 8 Scorecard in Egyptian banks
  9. 9. DOING DIFFERENT THINGS, OR DO THE SAME THING DIFFERENTLY 9 Introduction
  10. 10. Introduction, cont. Importance of Strategy o According to Robers S. Kaplan and David P. Norton (2008), The Monitor Group asked senior executives, in a 2006 global survey about their priorities. Number 1, by a clear margin, was strategy execution. o The Conference Board in its 2007 survey reported that executives’ number 1 priority was “excellence in execution.” After the number 2 priority, “sustained and steady top-line growth,” strategy execution again appeared as priority number 3, “consistent execution of strategy by top management.” Barriers of implementing the Balanced 10 Scorecard in Egyptian banks
  11. 11. 11 Barriers of implementing the Balanced Scorecard in Egyptian banks
  12. 12. Introduction, cont. The Balanced Scorecard o Developed by Harvard professor Robert Kaplan and consultant David Norton, the balanced scorecard does not focus solely on financial objectives of the firm. Rather the scorecard shifts the focus from financial objectives to include the intangible assets. o Translates the strategy into operational terms. o The ONLY strategy managenet framework o LEAD measures Barriers of implementing the Balanced 12 Scorecard in Egyptian banks
  13. 13. 13 Financial results Customer benefits Internal capabilities VISION Introduction, cont.
  14. 14. AIM of the research 1. Investigate the barriers of implementing the Balanced Scorecard as a framework for strategy management in local banks. 2. Provide recommendations to the bank’s management to adopt the Balanced Scorecard (BSC) in their banks. Barriers of implementing the Balanced 14 Scorecard in Egyptian banks
  15. 15. Research objectives 1. Identify the current strategy management’s practices in local banks. 2. Identify the important barriers of strategy execution. Barriers of implementing the Balanced 15 Scorecard in Egyptian banks
  16. 16. Research problems 1. The Balanced Scorecard framework is not adopted by local banks that led to unsatisfactory strategy management practices. 2. Most of the Egyptian banks’ executive and senior management focus on operational effectiveness activities of the bank. 3. Executives and senior management’s focus on operational effectiveness and tactics has a negative impact on performance of the whole bank Barriers of implementing the Balanced 16 Scorecard in Egyptian banks
  17. 17. Research questions 1. What’s the current strategy management framework used in the bank? 2. What are the barriers to implement the Balanced Scorecard? Barriers of implementing the Balanced 17 Scorecard in Egyptian banks
  18. 18. Literature review o Michael E. Porter explained the differences between Operational Effectiveness (OE) and Strategy (1996). o Robers S. Kaplan and David P. Norton (HBR 2008) explained the importance strategy execution and management using the Balanced Scorecard o The topic of using the Balanced Scorecard in commercial banks was covered in some researches in India (Sagar R. Dave, 2012), but discussing the barriers of using the Balanced Scorecard in Egyptian commercial banks was not discussed in other researches. Barriers of implementing the Balanced 18 Scorecard in Egyptian banks
  19. 19. Literature review, cont. o Ahmed et al. (2011) conducted a study in which they surveyed a sample of 27 banks in Pakistan to identify the measures that are used by the sample banks to evaluate their performance according to the four perspectives of the Balanced Scorecard (BSC). Barriers of implementing the Balanced 19 Scorecard in Egyptian banks
  20. 20. Literature review, cont. o Sabah M. Al-Najjar (2012) conducted a study to contribute to the understanding of how Balanced Scorecard (BSC) is developed and applied in evaluating the performance of a Large Local Bank (LLB) in Iraq. Using the concepts of Kaplan and Norton. Barriers of implementing the Balanced 20 Scorecard in Egyptian banks
  21. 21. The research design o The purpose of the research is to discover the barriers of using the Balanced Scorecard (BSC) as strategy management tool in a local private banks, and to provide some recommendations for the management to successfully implement the Balanced Scorecard (BSC). o The research type is exploratory, descriptive and, qualitative. The research will be done using in-depth interviews (IDI) with the executive committee (EC) members of the Egyptian private bank (under study). Barriers of implementing the Balanced 21 Scorecard in Egyptian banks
  22. 22. The research design, cont. The proposed data collection will be as follows: o An official request will be sent to the chairman of the bank about the research purpose for approval. o A confidentiality agreement will be signed with the concerned person in the bank. o The detailed questionnaire will be developed to support the research objectives. o Interviews with the executive committee members will be scheduled. o The interview will be conducted by the researcher. o Data will be collected and analyzed using a statistical software. o Research findings and recommendation report will be discussed with the executive committee. Barriers of implementing the Balanced 22 Scorecard in Egyptian banks
  23. 23. Research significance Barriers of implementing the Balanced 23 Scorecard in Egyptian banks
  24. 24. Research significance, cont. Our research results will support the bank’s executive committee members to apply the Balanced Scorecard framework for their strategy management and hence will outperform their competitors in the marketplace. Barriers of implementing the Balanced 24 Scorecard in Egyptian banks
  25. 25. Limitations and delimitations o This research will be conducted on a private bank and the findings can’t be generalized to all the governmental and international banks due to the different management practices. o The quality of the findings and recommendation depends on the understanding and cooperation of the executive members of the bank. Barriers of implementing the Balanced 25 Scorecard in Egyptian banks
  26. 26. Consent, access and participants' protection The researcher will sign a confidentiality agreement with the bank under study and the detailed results and findings will be treated accordingly. Barriers of implementing the Balanced 26 Scorecard in Egyptian banks
  27. 27. Dissertation outline Chapter 1 - Introduction Chapter 2 - Literature Review Chapter 3 - Research Methodology Chapters 4 - Findings and Results Chapter 5 - Discussion and Conclusion Barriers of implementing the Balanced 27 Scorecard in Egyptian banks
  28. 28. Timeline Time Topic 1 month Chapter 1: Introduction 4 months Chapter 2: Literature Review 5 months Chapter 3: Research Methodology and Research Design 1 month Chapter 4: Findings 1 month Chapter 5: Discussion and Conclusions 1 month References and appendices Barriers of implementing the Balanced 28 Scorecard in Egyptian banks
  29. 29. References Books o Robert S. Kaplan & David P. Norton (2008), The Execution Premium. Harvard business school Publishing Corporation, 3-5. Barriers of implementing the Balanced 29 Scorecard in Egyptian banks
  30. 30. References, cont. Articles o Michael E. Porter (1996). What is strategy, Harvard Business Review, 4-10. o Sabah M. Al-Najjar (2012). Designing a Balanced Scorecard to Measure a Bank's Performance: A Case Study, International Journal of Business Administration, Vol. 3, No. 4. o Ahmed, Z., Bowra, Z., Ahmad, I., Nawaz, M., & Khan, M. (2011). Performance Measures Used by the Commercial Banks in Pakistan within the Four Perspectives of Balanced Scorecard. Journal of Money, Investment and Banking, (21), 12-20. o Sagar R. Dave, (2012). Applying Balanced Scorecard in Indian Banking Sector: An Empirical Study of the State Bank on India. Pacific Business Review International Volume 5 Issue 6. o Charan, R., & Colvin, G. (1999). Why CEOs Fail? Fortune. Barriers of implementing the Balanced 30 Scorecard in Egyptian banks
  31. 31. Questions 31 Barriers of implementing the Balanced Scorecard in Egyptian banks
  32. 32. Prepared by: Walid Saafan Walid.Saafan@gmail.com http://eg.linkedin.com/in/walidsaafan 32

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