Indian Institute of Management, Nagpur

Post-graduate Programme in Management

Course Name: Holistic Strategy Implementation through Balanced Scorecard Code: HSBC

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PGP II Instructor Credit: 4

Saurabh Pandya (Fellow, IIM Bangalore), Faculty in Strategic Management, XLRI Jamshedpur

Introduction:

This strategy elective course addresses Strategy Implementation issues, by focusing on various
aspects of performance measurement and strategic management in organizations. It attempts
to provide an in-depth understanding of Balanced Scorecard (BSC) as an important tool of
holistic strategic management and implementation. The detailed course content is provided in
the session plan below.

Objectives:

• To emphasize the need to evolve a thorough and meaningful picture of business with
multiple perspectives, taking a long-term strategic view
• To provide an understanding of the development and evolution of BSC from a
performance measurement tool to a strategic management imperative
• To familiarize the students with the practicalities and challenges of using a BSC, through
the use of cases & simulation in class
Pedagogy:

Will be conducted/supplemented by either of:

- Case Analysis
- Presentations
- Assignments
- Discussion in class
- Videos
- Simulation exercise

Course Book / Reference Material: (only for reference)

1. The Balanced Scorecard: Translating Strategy into Action by Robert S. Kaplan & David P.
Norton (HBS Press)

2. Execution: The Discipline of Getting Things Done by Larry Bossidy & Ram Charan

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 Indian Institute of Management, Nagpur
Post-graduate Programme in Management

Session Plan:

Module I Topics:
(Sessions 1 to 4) • Introduction to the course
• Review of strategy concepts, with focus on implementation
Session 1 Introduction
Session 2 Drucker, P. F. (1994), The theory of the business, HBR, Sept-Oct
Christensen, C. M. & Donovan, T. (2002), The process of strategy
development & implementation, Innosight
Sessions 3 & 4 Case: Silvio Napoli at Schindler India

Module II Topics:
(Sessions 5 to 8) • Evolution of Balanced Scorecard as a strategy tool
• Performance measurement
• Strategy Maps
• Setting measures and targets to drive performance
Sessions 5 & 6 Kaplan, R.S., & Norton, D.P. (1999), Building a Strategy-Focused
Organization, HBS Publishing
2008 – Setting Measures and Targets that Drive Performance – a Balanced
Scorecard Reader, HBS Publishing
Case – Citibank: Performance Evaluation
Sessions 7 & 8 Case – Playgrounds and Performance: Results Management at KaBOOM!
(Parts A, B, C)

Module III Topics:

(Sessions 9 to 12) • Learning and Knowledge Management
• Integrating strategy processes through BSC
• Alignment through BSC
• BSC simulation
Sessions 9 & 10 Hansen, M. T., Nohria, N., Tierney, T. (1999), What’s your strategy for
managing knowledge? HBR, March-April
Kaplan, R.S., & Norton, D.P. (2006), Linking balanced scorecard measures
to your strategy, HBS Press
Kaplan, R.S., & Norton, D.P. (2007), Using the balanced scorecard as a
strategic management system, HBR, July-Aug
Case – Volkswagen do Brasil: Driving Strategy with the Balanced Scorecard

Sessions 11 & 12 Kaplan, R.S., & Norton, D.P. (2006), Achieving strategic alignment: From
top to bottom, HBS Press
Alignment at Tata Motors’ Commercial Vehicle Business Unit
Case – Transworld Auto Parts (TAP)
Harvard Business Publishing Simulation on Balanced Scorecard by V G
Narayanan

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 Indian Institute of Management, Nagpur
Post-graduate Programme in Management
Module IV Topics:
(Sessions 13 to 18) Applications of BSC in various contexts such as:
• Suppliers’ scorecard
• HR-BSC
• Sustainability scorecard
• Relationship scorecard
Sessions 13 & 14 Case – Strategic Performance Measurement of Suppliers at HTC
Case – Verizon Communications, Inc.: Implementing a Human Resources
Balanced Scorecard (HR-BSC)

Sessions 15 & 16 Case – Amanco: Developing the Sustainability Scorecard

Sessions 17 & 18 Case – Infosys’ Relationship Scorecard: Measuring Transformational

Partnerships

Module V Topics:
(Sessions 19 to 20) • Innovation & BSC
• Simulation Discussion / Debrief
Session 19 2007 – Managing Innovation – a Balanced Scorecard Reader, HBS
Publishing
Session 20 Simulation Debrief

Evaluation Criteria:

Sr. no. Evaluation Component Weightage

1 Attendance and Class Participation 20%
2 Simulation Exercise 20%
3 Written Assignments / Case Analysis 30%
4 End-term exam 30%
Total 100%