Balanced Scorecard Case Study Bank

Balanced Scorecard Case Study Bank-82
BSWA submitted a technical proposal recommending the adoption of balanced scorecard by the multilateral organization, as well as financial proposal, on the basis of which we were chosen as the preferred consultant.BSWA continued to give support by training new managers as and when recruited, assisted with the review and finalization of migration into Balanced Scorecard of Plan 5, Impact 2021: Africa Transformed (Tier 1) and, Tier 2 scorecards for 2017 and the integration of Quick Score with the staff evaluation software, Success Factor. had problems with the use of balanced scorecard as strategic performance management system and invited BSWA to assist in resolving them.Key aspects of the assignment included: BSWA was also contracted to run Pu MP Performance Measure Blueprint workshop for staff of Strategy and Quality Assurance.

The company also sent 7 delegates to our open BSC Professional Certification Program in readiness of the development of its scorecards.According to the Director, Strategy & Performance of the Bank, Mr.Walter Ahrey, “Understanding the BSI (Balanced Scorecard Institute’s) approach to this level gives me further confidence in our ability to implement a strategy that will drive high performance in CBN Afreximbank released an international RFP for improving its performance management culture and system.Then followed cascading of the enterprise scorecard to Departments and development of a communication plan.In view of extensive in-house BSC capacity built through BSWA’s all-involving approach and self-help efforts, the company was able to turn the strategic balanced scorecard into TIMS (TSL Integrated Management System), with which it has been able to effectively communicate the new strategy and secure much wider shared understanding of the strategy among the employees.That was the beginning of what has turned out to be a journey of how best to develop a shared vision of an organization’s strategy.After the public training, the first part of a formal consulting engagement with TSL was a 2-day customized BSC executive workshop for all members of senior management, followed by development of enterprise balanced scorecard using our fast-track methodology working with in-house cross-functional teams.It incorporated lessons learned and best practices into the development of a strategic management system.Successful completion included an online certification examination.Undaunted, the management decided to take the bull by the horn to build internal capacity in BSC and bought and distributed copies of Kaplan and Norton’s Translating Strategy into Action, to members of executive leadership.Fortuitously, the Managing Director saw a BSWA training advertisement and decided to send one of the executives to attend to “explore” it.

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