The Balanced Scorecard - Who's Doing It?

Increasingly, as balanced scorecard (BSC) concepts become more refined, we have had more inquiries asking for examples of organizations that have implemented the BSC, how the BSC applies to a particular business sector, metrics are appropriate for that sector, etc. This section provides a database of working balanced scorecard examples that our research has located.

By 2004 about 57% of global companies were working with the balanced scorecard (according to Bain). Much of the information in the commercial sector is proprietary, because it relates to the strategies of specific companies. Public-sector (government) organizations are usually not concerned with proprietary information, but also they may not have a mandate (or much funding) to post their management information on web sites.

Recent Success Stories:
Mecklenburg County, NC
Mecklenburg County lacked a stable and sustainable approach to achieving the vision and it had no consistent model for making funding decisions based on priorities and assessing the bigger impact of those decisions. The County needed to develop a model and structure for decision making that could be sustained regardless of economic conditions or political ideology.  At the time, they had no way of predicting the long-term impact of this decision but the system he implemented led to break-through performance toward achieving the County’s vision and the framework is, to this day, in use at Mecklenburg County.  It an integral part of how the County is managed and has become a model for other municipal governments around the country. 
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The National Marrow Donor Program®/Be The Match Registry®
Due to the complexity and overwhelming number of initiatives needed to achieve its vision of 10,000 transplants per year by 2015, it was determined that a new and different way of thinking about the NMDP long-term strategy was needed. The strategic planning system that had been used at NMDP was a fairly well-developed planning process that tracked initiative performance under seven primary areas of strategic focus. While this approach provided a measure of strategic planning for the organization, it was too focused on activities and projects rather than on impacts.  And NMDP had to focus on impact if it was going to double its transplant rate to 10,000 per year by 2015.
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Veolia Water North America
In July 2008, Veolia Water NA gained leadership of the public/private partnership market. At the time, senior management knew they had to overcome some challenges in order to capture growth opportunities. The North American organization was decentralized, with each Regional President acting independently, and the company lacked a unified set of strategies and key performance indicators (KPIs). 

Senior leadership was convinced that a more formal strategic planning and management system was needed to develop and implement an aggressive growth strategy for Veolia Water NA. As part of the implementation, they also planned to weave the system into an ISO 9000 - focused management framework since the Balanced Scorecard facilitates many of the principles within ISO 90001. Therefore, the Institute’s training-based approach fit perfectly with Veolia Water NA’s needs. 
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Federal Ministry of Health--Ethiopia
Despite progress to improve the health status of the population, in 2005 Ethiopia’s population still faced a high rate of morbidity and mortality, and the overall health status remained relatively poor.  The Ministry of Health was looking for a method to strategically align all of its various tools, programs, processes, and personnel into a comprehensive system that would measurably improve the overall health of the citizens of Ethiopia.

This case study primarily focuses on the recalibration of the FMOH scorecard in 2009-2010, the cascade work performed in 2011-2013, and the break-through improvements that the Ethiopian Health Sector achieved as a result of improved strategic direction and alignment using The Institute Way.  In fact, it has been such a success that the Prime Minster of Ethiopia has now mandated that all Ministries in Ethiopia adopt the balanced scorecard as a strategic planning and performance management methodology.
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Tolko Industries Ltd.
Tolko reached out to the Institute for assistance in determining how to measure strategic performance on Tolko’s new strategic plan.  After learning more about The Institute Way, Tolko realized that simply aligning incentives to a complex strategic plan was not going to re-energize the company. The employees needed to understand the big-picture strategy, be excited about it, and enthusiastically contribute to both its development and execution. 
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