Bank of Ghana

The Bank of Ghana (Ghana’s central bank) released an international RFP for Consultancy Contract for the adoption of Balanced Scorecard Methodology in Strategic Planning and Management. BSWA planned the contract execution and facilitated the set up of various cross-functional teams to work with our team. We trained a total of 88 Directors and Managers of the Bank in Balanced Scorecard Certification and Balanced Scorecard Introduction programs. The trained staff constituted the core of the in-house cross-functional teams.

We commissioned a macroeconomic study of Ghana and facilitated the conduct of organizational assessment using PESTEL model, carried out customer needs analysis, developed Customer Value Proposition and Strategy Profile.  We also facilitated the review and revalidation of the Bank’s Core Values, its Mission and Vision statements, developed the Strategic Themes and related Strategic Results which were consolidated to develop the Bank’s Enterprise Strategy Map.

We assisted in developing a face for the Bank’s strategy (STAR 2022), in developing a change management and communication plan and the launch of STAR 2022. We also facilitated the training and working sessions for the development of Tier 2 scorecards for 24 departments and six regional offices.

The Bank of Ghana project is ongoing.

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Nigerian Communications Commission

NCC’s strategic management plan (SMP, 2014 – 2018) was developed by PwC using the balanced scorecard framework. BSWA was contracted to implement and automate the SMP

  • Reviewed the SMP, recommended and effected changes to make it amenable to automation
  • Completely redeveloped Tier 2 scorecards for 19 Depts. and executive Offices. Developed measures definition tables for the Tier 1 Tier 2 scorecards and installed QuickScore™ Performance Information System;
  • Developed scorecards and dashboards for the two organizational units; developed an electronic Tier 3 cascading tool to cascade Tier 2 scorecards to employees in the various Departments

The Commission also wondered how to generate first set of measurement data for the strategic management system and contracted BSWA to conduct a baseline survey for measurement data

  • Categorized the baseline measures into the various perspectives, identified data sources, and pooled the data into QuickScore.

Consistent training and handholding of the Commission’s staff in all the phases of the project.

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Bank of Uganda

Bank of Uganda (BOU) strategic plan 2012 – 2017 was developed using the balanced scorecard methodology. The Bank with the desire to evaluate the strategic management system released an international RFP and invited BSWA to submit a proposal, after which we were selected as the preferred bidder.

The evaluation was in two parts – strategy effectiveness evaluation and strategic management system evaluation. Key aspects of the assignment included:

  • Working with an in-house project team, designed and administered 2 surveys – i) strategy communication survey to test effectiveness of staff understanding of the strategy and ii) strategic management maturity level survey to assess the maturity of the Bank in strategic management
  • Conducted structured interviews with Executive Management (Deputy Governor & Executive Directors) and Directors to assess leadership engagement in strategy formulation and execution, and use of performance reports in decision making
  • Reviewed the overall performance of the Bank vis a vis the enterprise strategic objectives and how balanced scorecard has assisted in delivering on the Bank’s core mandate and in shaping behaviours
  • Reviewed the alignment of departments and individual scorecards with the enterprise strategy and pointed out learnings for next strategic plan
  • Reviewed systems of performance reporting and analysis
  • Evaluated the scorecard system components and recommended changes for next plan
  • Led Leadership workshop to present interim findings and receive inputs into final report

BSWA was also contracted to run PuMP Performance Measure Blueprint workshop for staff of Strategy and Quality Assurance. We conducted a 2-Day in-house PuMP workshop for 7 SQA staff including the Director targeted at increasing the Team’s skills in performance measurement and performance analysis so that they are enabled to provide support in these areas to the whole Bank.

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Central Bank of Nigeria

Twenty three top executives of Strategy & Performance, Human Resources and I.T Departments of Central Bank of Nigeria, in May 2011, successfully completed the Balanced Scorecard Professional Certification course offered by the Balanced Scorecard Institute and the George Washington University College of Professional Studies. The Course was taught by Kayode Sufianu, Rosequeen Consulting CEO and Peter Ndaa, a Senior Associate of the company based in Nairobi, Kenya.

The course, an onsite program, was developed by the Balanced Scorecard Institute for members of the Bank’s strategy team, who wanted to learn how to build, deploy, and sustain scorecard systems. It incorporated lessons learned and best practices into the development of a strategic management system. Successful completion included an online certification examination.

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

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African Export-Import Bank (Afreximbank)

Afreximbank released an international RFP for improving its performance management culture and system. 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.

  • Working with the in-house Performance Improvement Lever (PIL) members, we reviewed the existing strategic plan IV and migrated it to a balanced scorecard with all the strategic elements clearly defined and documented.
  • Worked with all 19 departments and units in the organization to develop their respective scorecards which were presented for validation to senior management
  • Developed team/individual scorecards and review of the existing technology environment for suitability for performance analysis and reporting under a balanced scorecard system
  • Afreximbank, though operates as a commercial self-sustaining organization, it is owned by African member countries with a developmental /social mandate.

Subsequently, we were contracted to install and implement QuickScore performance information system

  • Installed QuickScore, assisted with uploading of data and trained performance analysts and others on the software
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Wema Bank PLC

Wema Bank Plc. had problems with the use of balanced scorecard as strategic performance management system and invited BSWA to assist in resolving them.

After discussion with executive management, we developed customized workshops to resolve the problems and facilitated series of the workshops to educate executive management, management and other leaders on the resolution approaches; about 100 staff members attended the different workshop series; assisted in fine-tuning the enterprise scorecard and Tier 2 scorecards for 27 Departments and deployed Tier 3 electronic cascading tool to facilitate development of individual objective scorecards by managers for their reports.

The bank’s CEO, Mr. Segun Oloketuyi had this to say “I have worked in different institutions that used BSC in the last 13 years but this course for the first time has given me a good understanding of this great performance measurement tool”.

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Graphic Communications

The executive leadership of Graphic Communications Group, Accra (leading newspaper publishing house in Ghana), desired the most effective means of executing strategy and decided after an initial training by BSWA to use the balanced scorecard.

BSWA’s intervention started by training of members of executive leadership at Part 1 certification level and thereafter facilitated development of Tier 1 scorecard with all system components and development of communication plan, Tier 2 cascading for 7 departments and designed simplified dashboard to facilitate scorecard implementation and performance analysis. Reacting to his experience at one of the workshops, Graphic’s Managing Director, Kenneth Ashigbey, said, “I have done a lot of strategies in my life, but I believe BSC will transform the success rate of our new strategy”

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JNCI

The management of JNCI desired to reposition the company to take advantage of the prevailing opportunities and for future growth after attending an alumni session at the Lagos Business School on Performance Management where Mr. Kayode Sufianu, was invited as the guest speaker. Thereafter, the company decided to build and implement balanced scorecard as a tool to achieving it much desired growth.

The first step was to organize a one-day BSC workshop for 18 management staff of JNCI for the purpose of appreciating the concept of Balanced Scorecard. The company also sent 7 delegates to our open BSC Professional Certification Program in readiness of the development of its scorecards.

  • Using our fast track approach and working with in-house cross-functional teams, facilitated development of enterprise strategic plan using the balanced scorecard methodology
  • Facilitated development of department scorecards for 10 departments and business units
  • Assisted with the review of communication and rollout plans for the scorecard systems.
  • Assisted with the review of Performance Measure dictionary in readiness for automation of the performance management
  • Installed QuickScore Performance Information System and assisted with streamlining and input of measurement data
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Transport Services Limited

Transport Services Limited (TSL) is one of the leading product handling companies in Nigeria that delivers value added logistic and distribution services. In an attempt to reposition the company and improve performance, it decided to implement balanced scorecard but its experience working with different consultants was bad. 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.

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. 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.

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Union Assurance Company Limited

The CEO of Union Assurance Company Ltd, (then subsidiary of Union Bank Nigeria Plc.) desired a framework to facilitate effective execution of the company’s strategy to foster growth and invited BSWA to assist in redeveloping its balanced scorecard management system.

Using our BSC gap analysis tool, reviewed all existing system components and carried out customers’ needs analysis, and organizational assessment and facilitated revision of mission and vision; Facilitated development of strategy profiles for competition and “as is” and “to be” profiles for the company and, CVP; Facilitated development of Enterprise Balanced Scorecard Strategic Management System and development of Tier 2 scorecards for 7 Departments; Facilitated development of communication and roll out plans and performance reporting gap analys

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