IIM Raipur- Strategy Map

FINANCIAL

CUSTOMER

INTERNAL
PROCESSES

LEARNING &
GROWTH

Improve
Asset
Utilization

Targeted
Activities for
students as per
recent trends

Teaching
Excellence

Expand
Revenue
opportuniti
es

Corporate &
Industry
preparedness

Curriculum
ExcellenceInnovation
Pedagogy &
Learning

Human capital
Skills, Training,
Knowledge

Cost
Efficiency

Return
On
investme
nt

Quality of
Faculty

Partnerships to
strengthen
external
fundingConsulting,
MDPs

Enhance
d Skills

Campus
Life

Efficiency &
effectiveness
of
Administration

Information Capital
Systems, Database,
Alumni Network

Funding from
Central
Government

Incremental
Increase In
Career
Opportunitie
s

Internation
al
Relations

Organizational
Capital
Culture, Leadership,
Alignment with
Vision, Team work

Increase
d grants
for
research

Research

IIM Raipur- Balanced Score Card Metrics

BSC Element

Metric

Customer

Students Satisfaction

Customer

Rate of performance

Customer

Faculty retention rate

Customer

Awards won by students at National &

International Level

Customer

Faculty satisfaction score

Internal

Research Journals Published

Internal

Research grants & contracts

Internal

Placement scenario- Highest Package,

Profiles & organizations recruiting

Internal

Subjects handled per faculty

Internal

Innovative teaching methods adopted per

term

Financial

Amount of research funding obtained

Financial

Average Income generated from each

Weightage

IIM Raipur- Balanced Score Card Metrics

BSC Element

Metric

L&D

Library Database

L&D

Student Development activities per year

L&D

Faculty Development & Training programs

L&D

Corporate partners for Consultancy

L&D

Cross cultural Programs & Learning

L&D

Technology Trainings

L&D

Number of international partners

L&D

Number of exchange students

L&D

Corporate partners for Consultancy

Weightage

IIM Raipur- Balanced Score Card Metrics

*For reference only- Not real Data

nal
Developme
Attitude, Ability, Skill, Knowledge,
nt,
Traits
Strategic
Planning,
Talent
Manageme
nt &
Developme
nt,
Exemplary
Leadership,
Relationship
manageme
nt, Ability to
drive,
Business
Planning for theAcumen,
future, Sharing Ideas,
Integrity,
Communication, Forward thinking,
Employee /StudentTrust,
development, Subject
Credibility,
Knowledge, Problem
Analysis, Critical
Influencing
Thinking , Team Ability,
building, Interpersonal
Skills
Decision
Making

IIM Raipur- Competency Mapping

Consultant

Educator

Evaluator

Mentor
Faculty/
Director
Organiser

Reviewer

Member
Administra
tor

Innovative approach, Continuous learning , Creativity,

Initiative taking attitude, Adaptability, Accountability, High
Commitment, Managing Execution, Managing Conflict

The Office of Strategy Management

Most large organizations fail to achieve profitable growth despite ambitious
plans
Why there is gap between intended and actual performance?
Alarming disconnection between strategy formulators and strategy
executors
67% of HR and IT departments strategies do not reflect corporate strategy
60% of organizations dont link their financial budgets to strategic priorities
Compensation packages of 90% of frontline employees show no connection
to the success or failure of strategy execution
95% of the typical companys workers are unaware of, or dont understand
its strategy.

Putting balanced scorecard to work

Characteristics
1. It is a top-down reflection of the companys mission and strategy
2. It is forward looking
3. It integrates external and internal measures
4. It helps you focus

Putting balanced scorecard to work

Linking measurements to strategy
1. If we succeed with our vision and strategy how will we look different
(i) to the shareholders and customers; (ii) in terms of the internal
processes; (iii) in terms of the ability to innovate and grow
2. What are the critical success factors in each of the four sectoral
perspectives?
3. What are the key measurements which will indicate whether the
company is addressing those success factors as planned?

Putting balanced scorecard to work

Rockwater, a wholly owned subsidiary of brown & root/halliburton, a
global engg. & construction company.
Vision As our customers preferred provider, we shall be the
industry leader in providing the highest standards of safety and quality
to our clients.
Strategy (i) services that surpass customers expectations and
needs; (ii) high levels of customer satisfaction; (iii) continuous
improvement of safety, equipment reliability, responsiveness, and cost
effectiveness; (iv) high-quality employees; (v) realization of
shareholder expectations.

Putting balanced scorecard to work

Measures
1. Financial return on capital employed, cash flow, project
profitability, profit forecast reliability, sales backlog
2. Customer pricing index tier II customers, customer ranking survey,
customer satisfaction index, market share
3. Internal process hours with customers on new work, tender
success rate, rework, safety incident index, project performance
index, project closeout cycle
4. Learning & growth % revenue from new services, rate of
improvement index, staff attitude survey, % of employee suggestions,
revenue per employee

Balanced Scorecard: Example of Rockwater

Balanced Scorecard: Example of Rockwater

Building a balanced scorecard

1. Preparation a scorecard is appropriate for a business unit that has its own
customers, distribution channels, production facilities, and financial performance
measures
2. Interviews: first round senior manager, shareholders, customers about the
business expectations
3. Executive workshop: first round top management team debates the
proposed mission and strategy
4. Interviews: second round senior executive about implementing the scorecard
5. Executive workshop: second round senior management team and their direct
subordinates, middle managers debate the org. vision, strategy statements, and
the tentative scorecard
6. Executive workshop: third round senior executive team for final consensus
7. Implementations linking, communicating, encouraging and facilitating
8. Periodic reviews

Begin by linking measurements to strategy

Statement of Vision
What is my vision
of the future?

If my vision
succeeds, how will
I differ?

What are the

critical success
factors?

What are the

critical
measurements?

1.
2.
3.

Definition of SBU
Mission Statement
Vision Statement

To my shareholders

To my customers

With my internal
management
processes
Internal perspective

With my ability to
innovate and
grow
Innovation and
learning

Financial
perspective

Customer
perspective

Financial
perspective

Customer
perspective

Internal perspective

Innovation and
learning

Financial
perspective

Customer
perspective

Internal perspective

Innovation and
learning

Using the balanced scorecard as a strategic

management system

Balanced Scorecard