Course Overview This course combines the introduction course (Course 301 - Introduction to the Balanced Scorecard, and Course 401 -Advanced Balanced Scorecard -Train-the-Trainer). The Bootcamp is fast--paced, combining two three-day courses into one five-day course. Our Nine Steps to Success® framework is the basis of the course, where the emphasis is on shared participant experiences, lessons learned, and best practices. Small-group exercises are used for each step in the framework, to reinforce the lectures, and participants are encouraged to bring their organization's strategy c planning material to share with the class and receive instructor feedback. Topics covered by the course include: Basic concepts of the balanced scorecard and how it can be used to improve organization performance. How thee balanced scorecard applies too different types of organizations. How to build and implement a balanced scorecard using our award-winning nine-steep methodology. How to develop Strategy Profiles®, strategy maps, and initiatives for improving organization strategy and processes. How to develop meaningful performance measures and targets. How a scorecard system can drive a performance-based budget and employee accountability. How to automate the scorecard, and get performance information throughout the organization to better inform decision making. How to cascade the scorecard to all levels of an organization. How to be an effective team member of a balanced scorecard development team.   Who Should Attend This course is recommended for executives, managers, planners and analysts who are part of a balanced scorecard development team, and are seeking the best practical ideas for improving organizational performance.   Course Benefits You will understand the key concepts of the balanced scorecard, and why it is gaining so much attention in corporate, nonprofit, and governmental organizations. You will learn a systematic, nine-step methodology for building and implementing the balanced scorecard, based on the performance management theory developed at Harvard University and our international balanced scorecard consulting experience. You will receive a Performance Scorecard Toolkit t TM with worksheets for each step of the methodology, and a CD with course and reference material. You will also learn about some of the challenges and pitfalls of developing and sustaining a balanced scorecard strategic management system, and how to overcome the challenges.   Hands-On Training Through case studies and a series of interactive small-group workshops, you will apply the balanced scorecard concepts to meet the challenges facing a typical organization. Exercises performed throughout this course include:   Launching a BSC program and establishing work teams. Incorporating communications planning and change management into the scorecard development process. Use an organizational assessment to set vision, mission, and strategy. Understand who your customers and stakeholders are and what they need from your organization. Develop an organization's strategic themes, strategic results, and perspectives. Use Strategy ProfilesTM to understand the customer value proposition. Develop strategic objectives and strategy maps. Derive performance measures and targets, aligned to the strategy map. Develop new initiatives to execute strategy. Sustain the scorecard with a Strategy Management Office. Define enterprise performance information requirements and select software. Scorecard deployment, performance-budgeting, and forecasting.   Course Learning Objectives Module I. Introduction to the Course (Learning Objectives: Introduce the course modules; introduce the case studies and exercises; introduce participants; define terms; and discuss reference material.) Module II. Building a Balanced Scorecard System (Learning Objectives: Explain the evolution of measurement and strategic management systems; understand the history of the balanced scorecard; list reasons for adopting a balanced scorecard system; learn about the Institute's Nine Steps to Success™ framework; identify the six steps needed to build a scorecard system and the three steps needed to implement these systems; learn how to contribute and lead a balanced scorecard team; learn about scorecard system components and how each component contributes to a management system; learn advanced techniques for scorecard program planning, change management, organization assessment, developing strategic objectives and strategy mapping, performance measures, and strategic initiative identification and prioritization.)   Module III. Implementing a Balanced Scorecard (Learning Objectives: Learn how to implement a scorecard system; learn how to automate the scorecard system; learn how to cascade the scorecard system to business and support units, and to teams and individuals; learn how to evaluate the management system; learn how to use scorecard information to improve performance.)   Module IV. Communication and Change Management (Learning Objectives: Understand how interactive communications and engaged leadership are key components of the scorecard development process; learn how to plan for and implement change; learn about recognition, rewards, and incentives in scorecard systems.) Module V. Facilitating the Scorecard Process (Learning Objectives: Learn techniques of facilitation; learn how to facilitate scorecard development workshops.)   Lecturer     Dr. Sandy McLure Senior Associate Dr. Sandy McLure is a Balanced Scorecard Institute Senior Associate and an experienced analyst, evaluator and facilitator, with over 30 years experience working for the multinational corporation, Unilever. He is a Chartered Mechanical Engineer (UK) and fulfilled a wide variety of engineering management positions during his Unilever career in the UK , The Netherlands and Zimbabwe . He spent much of his last 10 years with Unilever improving asset productivity by promoting and developing the application of Professional Project Management and associated tools and techniques such as Value Management, Value Engineering and Risk Analysis/Management. During this period, he was also actively involved in implementing TQM in his unit, leading to ISO 9001 certification. He also contributed to TPM and Early Product Management activities in Unilever and the introduction of the balanced scorecard (Unilever's "Path to Growth"). Sandy possesses a strong background in procurement and supply chain management and is a skilled business process analyst. Sandy McLure was lead analyst for the Department of Labor cost-benefit analysis of hazardous order recommendations for child labor. He has firsthand experience of the President's Management Agenda in the areas of Competitive Sourcing and Budget & Performance Integration. Dr. McLure has B.Sc. and Ph.D. degrees in Mechanical Engineering from the University of Glasgow, Scotland. He is a Member of the Institution of Mechanical Engineers (UK) and obtained a Certified Diploma in Accounting and Finance from the UK ACCA. He has been Chairman of the Value Management Group of the Dutch Association of Cost Engineers and Chairman of the UK Institute of Value Management.