1. Prepared For:
Mohammad Hannan Miah
Prepared By:
Khandker Sabbir Hasan 073656030
Syed Mashhud Quader 1010792030
Syed Shafquat Huq 0910337030
Syeda Tubla Tasneem 083194530
Tahia Asad 0930544530

2. OUTLINE
 Balanced scorecard
 Translating the vision
 Communicating and linking
 Business Planning
 Feedback and Learning

3. FINANCIAL
Balanced Scorecard
Enables companies to track financial
results while simultaneously build
capabilities and acquire intangible VISION & INTERNAL
CUSTOMER BUSINESS
assets from three additional STRATEGY PROCESS
perspectives
 those of customers,
 internal business processes and
LEARNING
 learning and growth AND
GROWTH

4. Balanced Scorecard
 It is discovered as the cornerstone of a new strategic management
system
 It addresses a serious deficiency in traditional management system:
their inability to link a company’s long term strategy with its short
term actions

5. The balanced scorecard replies on four
processes to bind short-term activities to
long-term objectives:
TRANSLATING COMMUNICATING BUSINESS FEEDBACK AND
THE VISION AND LINKING PLANNING LEARNING

6. TRANSLATING THE VISION

7. COMMUNICATING AND LINKING

8. BUSINESS PLANNING

9. FEEDBACK AND LEARNING

10. Scorecard supplies a framework and focuses
on many critical management processes:
Departmental
Business Capital
and individual
planning allocations
goal setting
Strategic Feedback and
initiatives learning

11. Translating the Vision
Outlines what the organization wants to be
 For a vision to be successful:
 expressed as an integrated set of objectives and measures.
 agreed upon by all senior executives.
 describe the long-term drivers of success.

12. Translating the Vision
 Should address to four perspectives:
 Customers
 Financial
 Internal Business Process
 Learning and Growth

13. Communicating and Linking
 To align employees’ individual performances scorecard users engage in
three activities:
• Communicating and educating
• Setting goals and
• Linking reward to performance measures

14. The personal scorecard
The scorecard contains three
levels of information:
 Corporate objectives
 Translating corporate
targets
 Individuals and teams
articulate with business
units ad corporate
objectives

15. Feedback and Learning:
 “I can continually test my strategy. Its like performing real time research.”
 Single Loop not sufficient enough, nowadays strategists must become
capable for double loop. However it does have some shortcomings.
 Tools address performance from one perspective
 It does not involve strategic learning

16. Feedback and Learning:
 Balance scorecard supplies three elements essential for strategic planning:
 Articulates the companies vision
 Supplies the essential strategic feedback system
 Scorecard facilitates the strategy review

17. How one company
linked measures
from the four
perspectives

18. Strategic learning makes the balance scorecard unique from any other
and is an invaluable asset in making a new strategic system.

19.  Companies nowadays are using scorecard to:
 Clarify and update strategy
 Communicate strategy through out the company
 Align unit and individual goals with the strategy
 Link strategic objectives to long term targets and annual
budgets
 Identify and align strategic initiatives
 Conduct periodic performance reviews

20. How to built a strategic management system
1. Clarify the Vision.
2. Communicate to middle managers and develop business unit
scorecards.
3. Eliminate nonstrategic investments and launch corporate change
programs.
4. Review business unit scorecards
5. Refine the vision

21. How to built a strategic management system
6. Communicate the balanced scorecard and establish individual
performance objectives.
7. Update long range plan and budget.
8. Conduct monthly and quarterly reviews.
9. Conduct annual strategy review
10. Link everyone’s performance to balanced scorecard.

22. Thank you
Any Questions