凯捷-平衡计分卡-UTAB-BSC-PAPER-9D-2002-WI

UTAB–TheBalancedScorecardProject2002/2003UddeholmToolingABHagfors,October3,2002IntroductionandDiscussionPaper12/04/2025UTABBSCPAPER9D-2002WI.PPT2GettinganoverviewontheBalancedScorecardconceptFollowingtheprocessofcascadingdownaBalancedScorecardViewinganexampleofaBalancedScorecardProjectLookingataproposedworkplanDiscussingthenextstepsObjectivesofthisPresentationTheaimofthispresentationistobeinformedaboutthefollowingaspects:12/04/2025UTABBSCPAPER9D-2002WI.PPT31TheBalancedScorecardConceptDesigningtheBalancedScorecardImplementingthe

BalancedScorecard2BalancedScorecardExample3ProjectApproachandProjectPlan4Summary5References6NextSteps

Contents12/04/2025UTABBSCPAPER9D-2002WI.PPT4ThepurposeoftheBalancedScorecard...

“...istotranslatestrategyintomeasuresthatuniquelycommunicateyourvisiontotheorganisation.”12/04/2025UTABBSCPAPER9D-2002WI.PPT5TheBalancedScorecard(BSC)isbasedonaverysimplePhilosophyWhatgetsmeasured,getsdone!12/04/2025UTABBSCPAPER9D-2002WI.PPT6TraditionalManagementSystemsarebackwardlooking

andtrackonlytheoutcomeofprocessesPossibilitytotakecorrectiveactionsintheprocessHighLowClientRequestOrderOrderProcessingProductionDistributionBillingAccountManagementMonetaryTransactionAccountingFinancialResultTraditionalControllingstartsattheendofthewholeprocesschain!Thisprocedureofbackwardlookingleadstoaconsiderabletimelagofseveralweeks/months...12/04/2025UTABBSCPAPER9D-2002WI.PPT7ThisleadstomissedopportunitiesinmanagingprocessesmoreproactivelyMissedopportunitiestomanageprocessesmoreeffectivelyareevenmorecrucialifmanyprocessesrunsimultaneously.TimePossibilitytotakecorrectiveactionsintheprocessHighLowMissedopportunitytomanagetheprocessClientRequestOrderOrderProcessingProductionDistributionBillingAccountManagementMonetaryTransactionAccountingFinancialResultClientRequestOrderOrderProcessingProductionDistributionBillingAccountManagementMonetaryTransactionAccountingFinancialResultClientRequestOrderOrderProcessingProductionDistributionBillingAccountManagementMonetaryTransactionAccountingFinancialResult12/04/2025UTABBSCPAPER9D-2002WI.PPT8Dailywork/dailybusinessProjects/InitiativesManagement‘sChallengelieswithintheCombinationofStrategyandDailyBusinessNewProductsInvestmentprioritiesProfitabilityGrowthof

TurnoverQualityCustomersatisfactionTheVision123ProcessImprove-mentEfficiencyEmployeemotivationQualityGlobalisationMultitudeofgoals,manydifferentinitiatives,unrecognisablecoherences,missing“overall”approach/toolVisionCompanyValuesStrategy12/04/2025UTABBSCPAPER9D-2002WI.PPT9AspectsofaManagementandMeasurementSystemlikeBSCBalancedScorecard(BSC)helpstofocusonstrategicactivitiesObjectives,ActivitiesandResultsAsharedvisionandcommongoalsleadtofocusedalignmentoftheorganizationtowardsstrategicprioritiesCommunication,MotivationAlignment,FocusCommunicatedobjectiveswillleadtomoretransparencyandmotivationClearresponsibilitiesassurerapidactionIndividualcontributionbecomesvisibleChangesofindividualbehaviouroccurShifttowardsalearningorganizationResponsibility,Incentives,Actions

Measuringmotivates!12/04/2025UTABBSCPAPER9D-2002WI.PPT10Letusaskourselvessome,maybeprovocativequestions...

12/04/2025UTABBSCPAPER9D-2002WI.PPT11InmanyCompaniesthereisjustalimitedCommonUnderstandingconcerningtheStrategicPriorities?WhenyouasktheManagementTeammembersforthestrategy–areyousuretoobtainalwaysthesameanswer?Towhatextentisthereanoverallagreementonthestrategicpriorities?Towhatextentareallprojectsandinternalactivitiesalignedtotheachievementofthesetargets?Alignment,Focus12/04/2025UTABBSCPAPER9D-2002WI.PPT12TowhatExtentistheStrategytransparentandcomprehensibletotheEmployees?Areallemployeesabletoanswerquestionsonthefinancialandcustomerfocusedobjectives?Doestheinternalsteeringsystemtellthe„samestory“asthestrategy?TowhatextenthadtheemployeesbeeninvolvedinthedevelopmentoftheKPI(KeyPerformanceIndicators)?Communication,Motivation12/04/2025UTABBSCPAPER9D-2002WI.PPT13DotheactualRoles,ResponsibilitiesandIncentiveSystemsreflecttheStrategicObjectivesoftheCompany?Dotheemployeessucceedindescribingtheirdailyshareinobtainingthefinancialandcustomerrelatedtargets?Aretheresponsibilitiesforreachingtheobjectivesclearlydefined?Doestheactualincentivesystemsupporttheobtainingofthestrategicobjectives?ResponsibilityIncentivesAction

12/04/2025UTABBSCPAPER9D-2002WI.PPT14TheBalancedScorecardisboth,anInstrumenttoImplementtheStrategyandanInstrumenttoMeasuretheResultsAnalysisofStatusquoStrategicScenariosStrategyDevelopmentProcess(quarterly,annual)ManagementProcess(weekly,monthly)BalancedScorecardMeasurementofResults&

continuousFeedbackImplementationoftheStrategy

DefinitionofStrategyTop

DownBottom

UpGap-AnalysisWherearewetoday?Whataretheprioritiesinclosinggaps?Whataretheobjectives?

Whentobemet?ObjectivesKPIdefinitionHowtodefine/balancemeasurementcategories?ImprovementsHowtoclosethegaps?Plan/ActualcomparisonHowdidweperformcomparedtoplan?FinancialPerspectiveVision/

StrategyCustomerPerspectiveLearn&InnovationPerspectiveInternalProcessPerspective12/04/2025UTABBSCPAPER9D-2002WI.PPT15Definingabalancedsetofobjectives,andtherespectivekeyperformanceindicators(KPIs)Measuringprogressachieved-because“onlywhatyoumeasuregetsdone”!Forcingmanagementtofocusonasmall,yetbalancedhandfulofmeasuresdeemedmostcriticaltoachievetheoverallobjectivesTheunderlyingprinciplesoftheBalancedScorecardaresimplebutpowerful.TheBalancedScorecarddefinesObjectivesinorderto

aligntheorganizationandtosupporttargetorientedchangesUnderlyingprinciplesofBalancedScorecardFinancialPerspectiveWhatareour

financialgoals?Vision/

StrategyCustomerPerspectiveHowdowelooktoourcustomers?Learning&Innov.PerspectiveHowtoenableinnovation,changeandimprovement?InternalProcessPerspectiveWhatdoesgoodlooklikeinternally?12/04/2025UTABBSCPAPER9D-2002WI.PPT16InAcknowledgementoftheStrategicCoreThemeswescreentheCausesandEffectsforallfourPerspectives.FinancialPerspectiveCustomerPerspectiveInternalProcessesPerspectiveLearning&InnovationPerspective

StrategiccorethemesExceptionallyeffectivemanagementoftheexistingcorebusinessEffectiveintroductionofsuccessfulnewproduct

GrowththroughgoodinvestmentsIncreasing

themarketvalueEnsuringcustomerloyaltyIncreasingsalespercustomerMaking

betteruseofexisting

technologyIncreasing

salesOffering

uniqueadded

valueImproving

planningRealising

thebudgetandsales

planPerforming

asgoodincoreasinnon-coreareasIncreasing

profitabilityMaking

buyingUTABan

positiveexperienceMakingthe“basictopics”

rightOpening

upnew

distributionchannelsOffering

thebest

serviceDeveloping

thebrand

imageImproving

deliveryImproving

productionWell

directed

investmentsDevelopingacompanyattitudeofconstantimprovementLivingup

tothecompany

valuesHiringgoodanddevelopthemtothebestHoldingonto

motivatedand

loyalemployeesWORKINGEXAMPLECausesandEffectsGainingnewcustomers12/04/2025UTABBSCPAPER9D-2002WI.PPT17TheCause-Effect-ChainsformstheBasisforthe

DefinitionoftheObjectives…...FinancialPerspectiveShareholdervalueGrowthCapitalefficiencyCustomerperspectiveCustomerserviceCost-performanceratioCustomerloyaltyInternalProcessesPerspectiveProductivityDevelopmenttimeCustomerfocusLearning&InnovationPerspectiveAbilitytoworkin

ateamEmployeemotivationStaffefficiencyIncreasing

themarketvalueIncreasingsalespercustomerMaking

betteruseofexisting

technologyIncreasing

salesImproving

planningRealising

thebudgetandsales

planPerforming

asgoodincoreasinnon-coreareasIncreasing

profitabilityMaking

buyingUTABan

positiveexperienceOpening

upnew

distributionchannelsOffering

thebest

serviceDeveloping

thebrand

imageImproving

deliveryImproving

productionWell

directed

investmentsDevelopingacompanyattitudeofconstantimprovementLivingup

tothecompany

valuesHiringgoodanddevelopthemtothebestHoldingonto

motivatedand

loyalemployeesGainingnewcustomers12/04/2025UTABBSCPAPER9D-2002WI.PPT18LearningandInnovationPerspectiveInternalProcessesPerspectiveCustomerPerspectiveFinancialPerspective

Howcanwemapourvisionasstrategicgoals?Howdowewanttomeasureandtrackourstrategicsuccess?Whichperformancedoweexactlystriveforintheseareas?Whichinitiativesallowustomeetthetargets?Whichpersonisrespon-sibleforthisinitiative?TheBalancedScorecardDesignlinks

ObjectivestoKPIs,Targets,InitiativesandfinallyResponsibilitiesBalancedScorecardDesigntobedoneforallfourperspectivesObjectivesKPIsTargetfiguresbaseline/yearnActivities,InitiativesRespon-sibility12/04/2025UTABBSCPAPER9D-2002WI.PPT19...andgivetheInputfortheDefinitionofKPIsand

TargetfiguresCustomerperspectiveInternalProcessesPerspectiveObjectiveKPITargetFiguresCustomerserviceCost-performanceratioCustomerloyaltyCustomersatisfactionindexPrice-basketRatioofsalestonewandalreadyexistingcustomersImprovementby30%in200320%aboveaveragebycompetitors60%atendof2003ProductivityDevelopmenttimeCustomerfocusTurnoverperworkinghourTimetomarketNumberofdevelopment

partnershipswithcustomers30%improvementuntil2003ReductiontoxmonthsDoublingwithin2yearsLearning&InnovationPerspectiveMotivationindexTurnoverperworkinghour+30%atendof2003+20%untilendof2003EmployeemotivationStaffefficiencyTeamworkabilityFinancialPerspectiveShareholdervalueGrowthCapitalefficiencyIncreaseofdividendShareofturn-overbynewproductsROCE+x%peryear25%untilendof200317%untilyear2004Vision/

Strategy12/04/2025UTABBSCPAPER9D-2002WI.PPT20TheImplementationoftheBalancedScorecard

meansDrillingDowntoallRelevantCompanyLevelsCascadingdowntheBalancedScorecardTheimplementationprocessensuresthateachlevelunderstandsitscontributiontothehigherlevelandtheoverallstrategicobjectives.Uddeholm

ToolingABCorporateScorecardDepart-

mentsHotFormingDepartmentScorecardMachining

DepartmentScorecardxyz

DepartmentScorecardSub-Depart-mentsHeatTreatmentScorecardForgingScorecard......Activities,Initiatives,Projects...Activityn.........FinancialPerspec.CustomerPerspec.Learn&InnovationPerspec.InternalProcPerspec.FinancialPerspec.CustomerPerspec.Learn&InnovationPerspec.InternalProcPerspec.FinancialPerspec.CustomerPerspec.Learn&InnovationPerspec.InternalProcPerspec.FinancialPerspec.CustomerPerspec.Learn&InnovationPerspec.InternalProcPerspec.FinancialPerspec.CustomerPerspec.Learn&InnovationPerspec.InternalProcPerspec.FinancialPerspec.CustomerPerspec.Learn&InnovationPerspec.InternalProcPerspec.FinancialPerspec.CustomerPerspec.Learn&InnovationPerspec.InternalProcPerspec.12/04/2025UTABBSCPAPER9D-2002WI.PPT21ObjectivesandTargetsonalllevelsaredirectlylinkedwiththeCorporateBSCCorporateBalancedScorecard(objectives,measures,targets

forintegration)FinallytheBalancedScorecardtellsacongruentstoryofstrategy

atalllevelsoftheorganizationCascadingdowntheBalancedScorecardDepartmentalScorecards(objectives,measures,targets)ClearfunctionalprioritiesandalignmentActivities,Initiatives,Projects...“ManagementbyObjectives”Clear

responsibilitiesforeachone“ALLFITTOGETHER”Top-level

consensuson“Whatis

important...”FinancialPerspec.CustomerPerspec.Learn&InnovationPerspec.InternalProcPerspec.FinancialPerspec.CustomerPerspec.Learn&InnovationPerspec.InternalProcPerspec.FinPersp.CustPersp.LearnPersp.IntPersp.FinancialPerspec.CustomerPerspec.Learn&InnovationPerspec.InternalProcPerspec.FinancialPerspec.CustomerPerspec.Learn&InnovationPerspec.InternalProcPerspec.12/04/2025UTABBSCPAPER9D-2002WI.PPT221TheBalancedScorecardConceptDesigningtheBalancedScorecardImplementingthe

BalancedScorecard2BalancedScorecardExample3ProjectApproachandProjectPlan4Summary5References6NextSteps

Contents12/04/2025UTABBSCPAPER9D-2002WI.PPT23?FUTURETheVisionofaMayorSalesOrganisationwasdeveloped,

butnotunderstoodbytheEmployees“Webecome

number

one!”WideproductbasketaddingvaluetothecustomerTheleadingsalesorganisationExploitlocalmarketplacesImprovingcustomerfocusyearonyearBestinEuropebybuildingthexybrandExceedcustomerexpectationsinsuchawayastodifferentiatepositivelyVisionstatedbyManagement“Idon’tthinkwherewe’regoingisunderstood”“Thereisnoclearlyarticulatedvision”“Ipersonallydisagree…”“Itwouldbenicetohaveaviewwhatwewanttobe”We’retransitioningfromtheOldtotheNewanddon’tknowwhatNewneeds”StatementsgivenbyEmployees12/04/2025UTABBSCPAPER9D-2002WI.PPT24TopExecutive

InterviewsStrategicobjectivesandprioritiesoftopmanagementIdentificationofstrategicthemesandkeysuccessfactorsManagement

WorkshopsAlignmentofstrategicobjectivesandprioritiesDevelopmentof“CorporateScorecard”ObjectivesKPIsTargetsCommunication

andAlignmentStrategicinitiativesLinktocompensationandrewardsystemsCustomerPerspectiveRetaincustomerloyaltyIncreasecustomerspendAttractnewcustomersFinancialPerspectiveGrowSalesMaximiseProfitInvestWiselyBuildbetterOperatebetterSupplybetterTechnologybetterInternalProcesses

PerspectiveLearningandInnovationPerspectiveRecruitthebestDeveloppeopletobethebestRetainthemostloyal&committedpeopleLivethevaluesVision/StrategyTheBalancedScorecardwasdevelopedina

WorkshopdrivenProcessHighLevelProcessAndResult12/04/2025UTABBSCPAPER9D-2002WI.PPT25ForeveryPerspectivetheactual

Objectives,KPIsandTargetFigureshadbeendevelopedCustomerPerspectiveRetaincustomerloyaltyIncreasecustomerspendAttractnewcustomers2.IncreasecustomerspendBestproductofferBestloyaltyclubBestserviceinUKAsstronginsalesasinserviceOntrackCustomerplan-InnovationCustomerplan-ServiceCustomerplan–AdditionalgadgetsGaporTimeLagBestcompanytobuyimageNoservicereputationLoyaltyCardbehaviour1.RetainCustomerLoyaltyUnderstandcustomersbetterthananyoneBestValueformoneyMostenjoyableplacetoshopOntrackPricebasketCustomerplan-fundamentalsGaporTimeLagCustomerimageValueimageNo.ofdissatisfiedcustomers3.AttractnewcustomersDevelopandopennewsalesofficesDevelopandopennewchannelsPersonifyABCLtdvaluesOntrackProjectedrevenuefromnewproductsNewchannelsdevelopmentplanGaporTimeLagValueofnewcustomersActualnewsalesofficesBrandimageExample

“CustomerPerspective”FinancialPerspectiveVision/

StrategyCustomerPerspectiveLearn&InnovationPerspectiveInternalProcessPerspective12/04/2025UTABBSCPAPER9D-2002WI.PPT26ABalancedScorecardreflectsallthedefinedKPIsthataffecthowwelltheUnitisdoingROCEShareofturn-overbynewproductsIncreaseofdividendCustomersatisfactionindexPrice-basketRatioofsalestonewandalreadyexistingcustomersadditionalKPIsTurnoverperworkinghourTimetomarketNumberofdevelopment

partnershipswithcustomersadditionalKPIsadditionalKPIsadditionalKPIsMotivationindexTurnoverperworkinghouradditionalKPIsCustomerPerspectiveLearning&

InnovationPerspectiveInternal

ProcessesPerspectiveFinancePerspectiveWORKINGEXAMPLEKPI12/04/2025UTABBSCPAPER9D-2002WI.PPT27ProgressagainstTargetsforeachKPIisshownbythe

colourcodeKeepingthesystemsimpleandvisibleensuresthatthemajorityofeffortisspentoninvestigatingandaddressingopportunitiesratherthanonmeasures.PositiveLimitTargetNegativeLimitBlueGreenGreenRedGreenGreenGreenGreenAmberGreen - Resultson/aroundtarget,noactionrequiredAmber - Twoormoreresultsbetweentargetandnegativelimit,requiresclosemonitoringRed - Resultoutsidethenegativelimit,urgentactionrequiredtofixBlue - Resultoutsidethepositivelimit,willneedtoinvestigatewhy(morerealistictarget?)Ifperformancemovesoutsidetheagreedlimits,thelightcolourswillchangeandtheresponsiblepersonordepartmentcanthentakeappropriateaction+-t12/04/2025UTABBSCPAPER9D-2002WI.PPT28AnotherPossibilityforVisualisationofaKPIKPI:CustomerSatisfactionIndexMeasureDefinition:%ontheAgreedIndexforTestofCustomerSatisfactionComments:Thethreeplannedprocessimprovementwillleadtoincreasesincustomersatisfactionwhichwillreducethenumberofcomplaintsby30%.OnMarch,30ththerewillbeareviewoftheintermediateresults! Signature:Owner:Dept.LeaderX1234567891011121312345678910111213LastYearBudgetActual12345678910111213Budget+veTOLTarget-veTOLActualThisYear12345678910111213ActualBudgetTargetTolerances10%20%30%ItisaworkshopdrivenprocesstofindthebestBalancedScorecarddesignforthespecificUTABneeds.AndtomirroritinasimplebuteffectiveITTool(e.g.MSAccessdatabase)!12/04/2025UTABBSCPAPER9D-2002WI.PPT29AfterImplementationtheBalancedScorecardwasapowerfulTooltotranslateStrategyintoBusinessPlans,BudgetsandDailyWorkTop

ManagementLevelDepartmentsBusinessUnitsFunctionsReview,AssessmentandCommunicationoftheStrategyDevelopmentofmarketstrategiesandfunctionalstrategiesAssessment,AdoptionandCommunicationoftheStrategyAcceptanceandTake-overoftheStrategyonallLevelsUseofBSCforpersonalcontrollinganddevelopmentofbudgetplansUseofBSCfordepartmentcontrollingandAssessmentsofBusinessPlansReviewandAssessmentofmid-rangeperspectivesoftheBusinessUnitsDecisiononannualobjectivesfortheBusinessUnitsGenerationofBudgetplansonthefunctionallevelAssessmentofthebudgetsoftheBusinessUnitsReviewandAssessmentof1-2annualbudgets12/04/2025UTABBSCPAPER9D-2002WI.PPT301TheBalancedScorecardConceptDesigningtheBalancedScorecardImplementingthe

BalancedScorecard2BalancedScorecardExample3ProjectApproachandProjectPlan4Summary5References6NextSteps

Contents12/04/2025UTABBSCPAPER9D-2002WI.PPT31TheBalancedScorecardwillbedevelopedinfivedistinctphasesProjectphasesDevelopMSAccessdatabasePhase5Cascadedownanddevelopsub-

departmental

ScorecardsPhase4CascadedownanddevelopBalancedScorecardsforallUTABdepartmentsPhase3SettheobjectivesFindconsistent,

meaningful

KPIsDeterminerealisticbutchallengingtargetfiguresPhase2Phase1ReviewstrategyinseniorexecutiveinterviewsAgreeonstrategicobjectivesImplementationplanning12/04/2025UTABBSCPAPER9D-2002WI.PPT32EachprojectphasewilldeliveraspecificoutputMSAccessdatabasetomanageBalancedScorecardsonalllevelswithobjectivesmeasurestarget

figuresPhase5ProjectoutputfinishedBalancedScorecards

forallUTABSub-departmentsconsistingof:objectivesKPItarget

figuresPhase4finishedBalancedScorecards

forallUTABdepartmentsconsistingof:objectivesKPItarget

figuresPhase3Strategicobjectivesconsistent,

meaningful

KPIstargetfiguresfinishedTopBalancedScorecardPhase2CurrentstrategyobjectivesWorkplanPhase1Implementationplanfocusingon:reportingprocessforusingtheScorecardsallocationofrolesandresponsibilitiesdevelopmentofactualmeasuresand

activitiesreviewoftheScorecards(continuous

managementcycle)12/04/2025UTABBSCPAPER9D-2002WI.PPT33BSCManagementProcessDailyworkwithBSCsProjectPlanEstimationofTimeandEffortStrategyreview

&

agreementVision,Mission,Targets

withCXOs&fewothersKeywordsActivitiesObjectivesdetermination

KPI&TopSCdevelopmentUTABknowledgerequired,datamining,consistency...TargetfigurestobesetTopScorecardfinished,nowtobecascadeddownMSAccessdatabaseDesign,Creation,Testing,Implementation,AdoptionOptional:BoardPresentationViennaorHagforsStrategyReviewProcessReportingoutofBSCs,quarterlystrategyreviewCascading

“Dept.

layerBSC”Result:departmentalBSCCascading“Sub-dept.layer”Hothousingattempt=changeagentscascade...1234567891011121314151617181920weeksJustsupportedbyCGEY=workshop(normally½day)or

approvalmeeting(1-2hours)Workshopsinallinvolveddepartments12345

12/04/2025UTABBSCPAPER9D-2002WI.PPT341TheBalancedScorecardConceptDesigningtheBalancedScorecardImplementingthe

BalancedScorecard2BalancedScorecardExample3ProjectApproachandProjectPlan4Summary5References6NextSteps

Contents12/04/2025UTABBSCPAPER9D-2002WI.PPT35TheBalancedScorecardlinksStrategywithExecutionClearResponsibilitiesandaconstantMeasurementoftheResultsarecrucial.

ImplementationoftheStrategyTopDownBottom

UpExecution,MeasurementofResults,&continuousFeedbackStrategyExecutionExecutionExecutionThesimultaneousTop-downundBottom-upAttemptguaranteestheMobilisationofallEmployees.Everyone'sInvolvementintheBSC-DesignisofthesameImportanceastheactualBSC!12/04/2025UTABBSCPAPER9D-2002WI.PPT36Thefundamentalpremiseisthat“measuringtherightthings”motivatespeople“todotherightthings”!!!!ThewayaBalancedScorecardworks“ALLFITTOGETHER”ClearobjectivesonalllevelsThisiswhatwecareabout.Thisishowwemeasureit.Thisishowitfitstogether.Understandingofthestra-tegyintheentirecompanyNowIknowwherewego.Thismakessense.Thisismycontribution.ChangingthebehaviourThisisexpectedfromme.ThisIwillbemeasuredagainst.ThisIwillberewardedfor....THISIDO!12/04/2025UTABBSCPAPER9D-2002WI.PPT37BalancedScorecardWorkshopDepartmentHeadRelevantEmployeesFacilitatorBasedontheTop-BSCtheEmployeesmeetinWorkshopstodesignthedepartmentalBSCsInanalogythiswillbedoneforthesub-departmentalleveleither.Herethedepartmentheadwillactasfacilitator.TypicalProcedureIntroductionPresentationandDiscussionontheObjectivesoftheTop-BalancedScorecardIdentificationofthe(departmentspecific)FactorsinfluencingtheoverallObjectivesWhatdoesthedepartmentcontributetothecompanyobjectives(today/infuture)?Whatarethemaindrivers?DeterminationofthedepartmentalObjectivesbasedontheMainDriversDeterminationofthedepartmentalKPIsandTargetfiguresDeductionofActivitiesandResponsibilitiesDeterminationoftheNextSteps12/04/2025UTABBSCPAPER9D-2002WI.PPT38TheResultaredepartmentalandsub-departmentalBalancedScorecardswithaclearReferencetotheTop-BSCTheInputofallDepartments,Sub-DepartmentsandEmployeesontheAchievementofObjectiveswillbecomevisible.Depart-mentalBSC:FinancialPerspectiveExample:FinancialPerspectiveofTop-BSCTOP-BSC:FinancialPerspectiveExample:FinancialPerspectiveofacertainDepartmentObjectivesKPITargetfiguresCostefficiencyIncreaseofTurnover...DBperm2TurnoverperQ...+30%until03+30%until03...ObjectivesShareholdervalueGrowthCapitalefficiency12/04/2025UTABBSCPAPER9D-2002WI.PPT39TheBalancedScorecardisboth,anInstrumenttoImplementtheStrategyandanInstrumenttoMeasuretheResultsAnalysisofStatusquoStrategicScenariosStrategyDevelopmentProcess(quarterly,annual)ManagementProcess(weekly,monthly)BalancedScorecardMeasurementofResults&

continuousFeedbackImplementationoftheStrategy

DefinitionofStrategyTop

DownBottom

UpGap-AnalysisWherearewetoday?Whataretheprioritiesinclosinggaps?Whataretheobjectives?

Whentobemet?ObjectivesKPIdefinitionHowtodefine/balancemeasurementcategories?ImprovementsHowtoclosethegaps?Plan/ActualcomparisonHowdidweperformcomparedtoplan?FinancialPerspectiveVision/

StrategyCustomerPerspectiveLearn&InnovationPerspectiveInternalProcessPerspective12/04/2025UTABBSCPAPER9D-2002WI.PPT40WhatisagoodBalancedScorecard?

CriteriaforagoodBalancedScorecard1.CauseandEffectRelationshipsEveryobjectiveselectedshallbepartofachainofcausea