Managing the Business and the People via the Balanced Scorecard

The Balanced Scorecard Defined - System of measuring an organization's performance, balancing financial and important non-financial areas such as customer satisfaction, cycle-time improvements and learning capabilities. (Developed by Kaplan and Norton)

OBJECTIVE

This programme has been designed to meet the needs of managers within the organisation that need to implement and work with the business Balanced Scorecard.

The draft programme has been split into two distinct days. Day one will deal with the strategic issues of the Balanced Scorecard and the second day will concentrate on the people issues.

This outline is for discussion purposes only at this stage. All part can be increased or decreased as required by the Client. The trainers will need to fully understand where the Bank is with regard to the companys Balanced Scorecard and areas they are currently working on and the measures that are being used.

Day One

Day Two

1. Introduction and Welcome C programme Aims and objectives
2. Business Strategy - a review of some business models
3. Background to the Balanced Scorecard C the Kaplan and Norton model and the how it has evolved and used.
4. The Banks Balanced Scorecard and what it currently means against the business strategy.
5. The role and issues of measurement. In the areas of
Financial Perspective
Internal Business Perspective
Customer Perspective
Innovation and Leaning Perspective
6. The change process in the modern Banking business to include the Service Profit Chain and the RATER model.
7. Review of Day One and Case study handed out for day two

1. Learning Review of Day One.
2. Vision of the future
3. John Kotters definition of Leadership and Leadership
Case Study Exercise. View the leadership of Marks and Spencers to analysis what went wrong and why. Pre-work case study material will be sent to each delegate
4. Blanchard Situational Leadership
This will entail the completion of the Self LBA2 forms to gain a insight into each delegates Leadership Style
5. An understanding of the Belbin Team model and how it can be used in motivation and greater productivity.
6. Customer Relationship Management and Knowledge Management.
7. Learning Review
8. Programme Close