IMPROVING

PERFORMANCE
OF FINANCIAL SERVICES
VIA BALANCED SCORECARD
The Why, How And How Not To
2 DAY WORKSHOP
IMPROVING PERFORMANCE
OF FINANCIAL SERVICES
VIA BALANCED SCORECARD
The Why, How And How Not To
Also Attend:
Mumbai Improving Performance of Businesses via Balanced
Scorecard – The Why, How And How Not To
10th & 11th August, 2010
–(From the same faculty)
Program Fee: INR 24,500 /- + ST New Delhi – 12th & 13th August, 2010
Program Fee: INR 24,500/- + ST

PROGRAM OBJECTIVE
This two-day workshop provides delegates with a practical understanding of how to build and implement a
Balanced Scorecard within a financial services institution. The Balanced Scorecard is used by a growing
number of financial institutions around the world and is a strategy management framework that generally
comprises one financial and three non-financial perspectives; each perspective includes strategic objectives and
a corresponding set of strategic measures, targets and initiative.

PROGRAM FACULTY
Mr. James Creelman is an author and advisor specializing in strategic performance management. He had
advised award-winning organization in their SPM programs and has led numerous courses across the world. He
is the author of 21 major books/reports, including the best seller Managing Business in Asia: Succeeding with
the Balanced Scorecard and Reinventing Planning and Budgeting for the Adaptive Enterprise. He is a Fellow of
the Advanced Performance Institute, UK.

KEY BENEFITS
10 GREAT REASONS WHY YOU SHOULD ATTEND THIS COURSE

Based on case study examples from leading financial institutions throughout the world, and proprietary research
by the course leader, delegates will gain an in-depth understanding of the following:

- Understand why the Balanced Scorecard is an ideal
framework for managing strategy within financial
institutions in today’s challenging economy.
- Know what The Balanced Scorecard does (what it is
and what it isn’t)
- Get the basics right: the importance of senior level
sponsorship and the creation of a competent program
team.
- Create a corporate strategy map that articulates the
institution’s key strategic objectives and that tells the
performance story of the enterprise.
- Devolving the scorecard deep inside the organization:
the structural challenges
- Devolving the scorecard deep inside the organization:
the cultural challenges
- Aligning budgeting and planning with strategy via the
Balanced Scorecard
- How the best use software support tools
- Creating an Office of Strategy Management to make
strategy management and the Balanced Scorecard
core organizational competencies.
IMPROVING PERFORMANCE
OF FINANCIAL SERVICES
VIA BALANCED SCORECARD
The Why, How And How Not To
WHO SHOULD ATTENTD
 Managers in BFSI sector with titles ranging from Chairman to General Manager to Vice President
 Strategy and Change Consultants
 Strategy Advisories
 Managers in KPOs
 Academics
 HR Executives
DAY ONE
Session One: Introduction
Without question financial services is one of the most
turbulent, competitive and unpredictable of all market
sectors. Indeed, it is difficult to identify another that is
more challenging. In addition to the pressing challenges of
recovery from the collapse of the credit markets, the sector
has ongoing issues around: Deregulation, Globalization,
Changing business models, The collapse of customer
loyalty, Risk management, Etc.
This session will set the scene for the rest of the workshop
by explaining how the Balanced Scorecard can help
financial services organizations meet these challenges and
balance long term strategic with short term needs.
Session Two: The Balanced Scorecard Described
This session provides an overview of a Balanced Scorecard
system (by using a financial services scorecard examples).
It will explain that a Balanced Scorecard framework
includes a Strategy Map and accompanying scorecard of
metrics, targets and initiatives. Balanced Scorecards are
typically collocated to four perspectives: financial,
customer, internal process and learning and growth.
Session Three: Building a Strategy Map for a Financial
Services organization
Strategy mapping (the process of building a Strategy
Map) is the most important task in building a Balanced
Scorecard system. This session provides a step-by-step
guide to selecting strategic objectives for each of the four
perspectives. It will emphasize that the Map should only
contain a critical few objectives (15-20), the importance
of showing causality between the objectives on the map;
and that themes (such as risk) are used to collocate
strategically important focus areas that run through the
MAP.
Session Four: Selecting Metrics and Targets
With financial services case examples, this session
explains how to select the metrics that will support the
strategic objectives and the targets that will support the
metrics. Particular attention will be paid to:
 Understanding the basics of the “science of
measurement”
 Using leading and lagging measures
 Using quantitative and qualitative metrics
 Measuring what’s important to know and not what’s
easy to measure
 Identifying stretching targets
 Using benchmarks for targets
IMPROVING PERFORMANCE
OF FINANCIAL SERVICES
VIA BALANCED SCORECARD
The Why, How And How Not To

DAY ONE (Cont.)

SESSION Five: SELECTING INITIAITVES

After the selection of objectives, the choosing of initiatives is the second most important component of the Balanced
Scorecard system (as it is where work gets done, that is it is the initiatives that are chosen that drives the organization
toward delivering to the objectives that appear on the Strategy Map). Particular attention will be paid to:

 Techniques for initiative prioritization

 Making sure that initiatives fully support strategic objectives
 How to jettison initiatives that are no longer strategically relevant

DAY TWO

SESSION Six: Cascading the Balanced Scorecard: The
Structural Challenge
This session explains how to devolve the Strategy Map and
scorecard from the corporate level to devolved unit and
function levels (case examples will be used to illustrate the
process). It will be explained that a core of objectives,
measures etc will be mandated but that some objectives,
etc on a devolved map will focus on local needs. Attention
will be paid to:
This session explains how to identify and implement the
cultural change interventions that will overcome these
obstacles. Particular attention will be paid to:
 Positioning the scorecard as a tool for continuous
improvement and not for “naming and shaming”
 Senior management demonstrating the right
behaviors
 The use of local scorecard champions
Communication tools.

 Building a team to devolve the scorecard

 Using pilots before full rollout Session Eight: Choosing a Software Solution

There are now many Balanced Scorecard solutions on the

Session Seven: Cascading the Balanced Scorecard: The
cultural challenge
Most Balanced Scorecard programs that fail do so not
because the Strategy Maps or accompanying Balanced
Scorecards are badly designed but during the
implementation phase. The cultural bulwarks of resistance
are typically erected because a properly implemented
scorecard system leads to twin outcomes that can be
disconcerting for some and terrifying for others –
performance transparency and accountability.
market – some good, some less so. This session provides
a checklist for selecting an appropriate solution (or
whether to build your own).
The session will outline the many benefits of automation -
One of the main being that it enables the company to
reach every member of the organization with a computer
on their desks, or access to the web – but will also
explain what software cannot do: build the scorecard, as
the most important observation.
IMPROVING PERFORMANCE
OF FINANCIAL SERVICES
VIA BALANCED SCORECARD
The Why, How And How Not To

DAY TWO (Cont.)

Session Nine: Aligning budgeting and planning to strategy Session Ten: Conclusion and wrap up
through the Balanced Scorecard
The final session pulls together all of the key learning’s
For the scorecard to become part of the fabric of strategic from the workshop and provides next-steps for
management there has to be a mechanism for linking the participants.
budgeting process to strategy. We explain the sequential
process for selecting strategic, mod-term and annual
performance targets and how this should be guided by the
Balanced Scorecard.
We explain the role of rolling forecasts in a best-practice
process for aligning strategy to budgeting and planning
through the Balanced Scorecard.
Importantly, this session described the role of STRATEX
(strategic expenditure) for safeguarding long-term strategic
investments.
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Improving Performance of Financial Services 10th & 11th August,2010 - Mumbai
Via Balanced Scorecard
The Why, How And How Not To
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