Rethinking Principles of Balance Scorecard OKR vs KPI #251018

Upon completion of this course, participants will be able to:

• Differentiate Core Frameworks: Clearly articulate the distinct purpose, components, and optimal use cases for the Balanced Scorecard, OKRs, and KPIs.

• Design a Strategy Map and Balanced Scorecard: Translate strategic vision into a coherent set of objectives and measures across financial, customer, internal process, and learning & growth perspectives.

• Formulate Effective OKRs: Craft ambitious Objectives and measurable Key Results that drive alignment, focus, and agile execution across teams.

• Select and Define Impactful KPIs: Identify and manage the right operational and outcome-based indicators that track the health and performance of the business.

• Integrate BSC, OKRs, and KPIs into a Cohesive System: Architect a holistic performance management architecture where each framework plays a distinct and complementary role.

• Lead a Culture of Performance and Accountability: Implement governance rhythms and review cycles to ensure these tools drive actual results and learning, not just bureaucracy.

This course is designed for professionals responsible for defining, measuring, and executing organizational strategy.

• C-Suite Executives & VPs (CEO, CFO, COO, VP of Strategy)

• Directors and Heads of Performance Management, Business Intelligence, and Operations

• Strategic Planners, OKR Coaches, and PMO Leaders

• Department Heads and Team Leaders tasked with setting and executing goals

• HR and Learning & Development Directors focused on organizational performance

• Management Consultants and Change Management Professionals

• Pre-assessment
• Live group instruction
• Use of real-world examples, case studies and exercises
• Interactive participation and discussion
• Power point presentation, LCD and flip chart
• Group activities and tests
• Each participant receives a binder containing a copy of the presentation
• slides and handouts
• Post-assessment

Day 1: The Foundation – The Ecosystem of Performance Management

• Morning:

  • Module 1: The Performance Management Evolution: Why traditional models fail. Introduction to the need for a multi-framework approach.

  • Module 2: Core Definitions & Philosophies: Deep dive into the “why” behind each framework:

    • Balanced Scorecard (BSC): For strategy articulation and alignment.

    • KPIs: For measurement of ongoing performance.

    • OKRs: For execution and agile goal-setting.

• Afternoon:

  • Module 3: The Strategic Foundation: Defining Mission, Vision, and Strategy as the north star for all frameworks.

  • Workshop: Diagnostic of Current State: Participants assess their organization’s current goal-setting and measurement practices.

  • Day 1 Recap: Understanding the playing field.

Day 2: Mastering the Balanced Scorecard for Strategic Alignment

• Morning:

  • Module 4: The Four Perspectives: Revisiting the core of the BSC: Financial, Customer, Internal Process, Learning & Growth.

  • Module 5: Building a Strategy Map: Creating cause-and-effect linkages between strategic objectives across the perspectives.

• Afternoon:

  • Module 6: From Objectives to Measures: Selecting Strategic KPIs (not operational ones) for the BSC. Setting targets and initiatives.

  • Workshop: Draft a Strategy Map: Teams work on creating a strategy map for a case study company or their own organization.

  • Day 2 Recap: Mapping your strategy.

Day 3: The Power of OKRs for Agile Execution

• Morning:

  • Module 7: OKR Fundamentals: The anatomy of a great Objective (ambitious, inspirational) and Key Result (measurable, verifiable).

  • Module 8: The OKR Superpowers: Focus, Alignment, Commitment, and Tracking. How OKRs create agility and employee engagement.

• Afternoon:

  • Module 9: Crafting Effective OKRs: Rules of thumb, common pitfalls, and the difference between committed and aspirational OKRs.

  • Workshop: OKR Crafting Clinic: Participants write and critique OKRs for different scenarios, ensuring they are well-formed.

  • Day 3 Recap: Setting goals that inspire action.

Day 4: The Discipline of KPIs for Operational Control

• Morning:

  • Module 10: KPI Deep Dive: Differentiating between leading and lagging indicators, outcome and output measures.

  • Module 11: Selecting the Right KPIs: Using the SMART criteria and ensuring KPIs are linked to value drivers.

• Afternoon:

  • Module 12: KPI Dashboards and Reporting: Designing effective visualizations and establishing ownership and accountability for KPIs.

  • Workshop: KPI Selection Matrix: Teams evaluate a list of potential KPIs for a business process, selecting the most critical few.

  • Day 4 Recap: Measuring what truly matters.

Day 5: Integration, Governance, and Creating a Performance Culture

• Morning:

  • Module 13: The Integrated Framework: Synthesizing BSC, OKRs, and KPIs into one cohesive system. How corporate BSC objectives cascade into team OKRs, which are measured by KPIs.

  • Module 14: The Governance Rhythm: Establishing effective weekly, monthly, and quarterly review cycles (CFRs – Conversations, Feedback, Recognition) for each framework.

• Afternoon:

  • Capstone Activity: The Integrated Performance Architecture: Participants design a full performance management blueprint for their organization, defining:

    • The top-level BSC theme

    • A set of cascading OKRs for a department

    • The key KPIs to track progress

    • The review rhythm and cadence

  • Final Presentations & Peer Feedback: Presenting blueprints and refining ideas.

  • Course Conclusion: Committing to action, final review, and awarding of certificates.