Scorecard Surveys

Balanced Scorecard Survey – 2014

We are delighted to announce that in 2014, Intrafocus will be collaborating with 2GC on their Balanced Scorecard Survey. 2GC has undertaken a Balanced Scorecard Survey every year since 2009. More information on the 2014 Balanced Scorecard Survey

 

 

 


 

Business Scorecard Survey – 2013

Executive Summary

Now is the time for businesses and organisations of all sizes to step up to the challenge of a greater competitive marketplace and create effective strategies for growth.

Using a balanced or business scorecard will not provide the whole solution, but with it there is clear evidence that strategic management will be much more effective.

This survey was designed to examine business scorecard usage within companies and organisations to provide an insight into where and how they are used. The respondents were told this was not a survey specific to balanced scorecard usage. All scorecard types were considered valid

However, it has become clear from the results and through working with many of the respondents direct, that the methodology behind the ‘Balanced Scorecard’ as defined by Kaplan and Norton and organisations like the Balanced Scorecard Institute has become a driving force to align businesses and organisations to their strategies.

The following key points can be gleaned from this survey:

  • The vast majority of scorecards are still spreadsheet based.
  • The use of dedicated technology to manage strategy, objectives, metrics and initiatives appears to be growing.
  • Businesses and organisations seem to prefer to utilise methodologies as defined by Balanced Scorecard institutes to help orchestrate change in their organisations.
  • The number of businesses and organisations that see scorecard usage as a means to make improvements (rather than record progress) is growing.
  • A large number of businesses and organisations believe that the scorecard process is an instrument for strategic change.
  • Only a few businesses and organisations are ‘highly satisfied’ with their scorecard approach, many believe there is much room for improvement.

The results of this survey and the same survey conducted last year suggest that the use of scorecards and specifically Balanced Scorecards is seen as a positive thing. Although some respondents were frustrated with the time taken to build a scorecard regime, they all wanted the approach to succeed and saw enough benefits to persist.

 

The Final Report

 

Download a copy of the final report . Together with the executive summary opposite it contains all of the charts and graphs associated to the questions asked and a complementary analyst narrative.

Business Scorecard Survey Report 2013

For more information, please contact us via our Help Desk

 

 


 

 

Business Scorecard Survey – 2012

Executive Summary

The biggest challenge facing companies and organisations of all sizes today is how to drive their businesses out of the current economic recession. To do this focus has to be put on managing operational activities effectively and building and managing strategies for change.

In the past, strategic execution has not been a highly developed process for most companies and organisations. Therefore it has been difficult to manage strategic change. Although a business scorecard should not be seen as the ‘silver-bullet’ to enable strategic change it can, if implemented properly, make a real difference.

This survey was designed to examine business scorecard usage within companies and organisations to provide an insight into where and how they are used. The respondents were told this was not a survey specific to balanced scorecard usage. All scorecard types were considered valid.

The following key points can be gleaned from this survey:

  • Scorecards are in use across all industries. The format of the scorecards varies considerably and seems to grow through specific company/organisational need.
  • There is an emerging use of dedicated technology to manage strategy, objectives and KPI scorecards. However, the vast majority of scorecards are still spreadsheet based.
  • There are still a small number of companies/organisations that manage their strategy, objectives and scorecards using free form documentation.
  • The majority of scorecards are used to simply report on progress ‘up-the-chain’. In other words they are a mechanism to ensure executive management is informed about the business. Of this majority most would view scorecard management as a required task, but not one that held great importance.
  • Although there were no specific questions about objective and metric ownership, discussions revealed that this was the single most important contributing factor to a laissez-faire attitude toward the scorecard process, i.e. lack of ownership.
  • There was also, however, a large minority who believed that the scorecard process was an instrument for positive strategic change.
  • Over a third of the companies surveyed believed that the way in which their companies were measured could be improved; only a very small proportion was highly satisfied.

The results of this survey provide encouragement to both executive management and practitioners alike. Although there is still a majority view that things need to be measured just to monitor operations, there are areas such as the introduction of technology and scorecard use in strategic improvement that suggest more formal approaches have real value.

 

The Final Report

 

Download a copy of the final report. Together with the executive summary opposite it contains all of the charts and graphs associated to the questions asked and a complementary analyst narrative.

Business Scorecard Survey Report 2012

For more information, contact us via our Help Desk