Copyright © 2008 Ascendant Strategy Management Group – Page 1

Overview of the Balanced Scorecard at RareFebruary 2012

Balanced Scorecard Basics

• Communicates the organizational objective (mission)• Key outcomes • Financial measures• Customer measures• Process Measures • Organizational Learning & Growth

• Articulates key objectives for success • Articulates potential required resources• Ideally links organizational strategy to divisional

strategy to personal objectives

Thanks to Ascendant Strategy for key parts of this presentation.

Copyright © 2008 Ascendant Strategy Management Group – Page 3

Maximize the Effectiveness of

Each Pride Campaign

Take Pride to ScaleUnlock the

Potential of the Alumni Network

Influencing behavior to protect biodiversity

Dramatically Expand Fundraising and Organizational Capacity

Reduce threats and improve Conservation results

Build Local Capacity Change Constituency attitudes and behaviors

Rare’s Strategy MapHow We Fulfill Our Mission

Organization Level•where the broad

strategic agenda is developed;

Regions & Support Functions•where unique

value propositions are managed;

Teams & individuals•where key

personal development goals are managed.

Cascading Approach for Rare

There are three levels to which the BSC should be cascaded at Rare:

Source: Barnaby S. Donlon, “Building a Cascading Program,” Balanced Scorecard Report, July-August 2003

Rare Objectives and Measures

Example of Department's Objectives and Measures

Types of Strategy Review Meetings

Monthly Management Meetings • Analyze Performance• Adjust Initiatives• Theme Focused

Quarterly Review Meetings• Refine Strategic Issues• Align Resources

Annual Strategy Refresh• Update Strategy Map• Revise Measures/Targets• Propose Initiatives and Budget

Operational ReviewsKeys to being successful

• Short, Frequent, and Data-driven• Translate the importance of the data to the people in

the meeting• Why is this important to the organization?• What are we doing to improve the information?

• Make people accountable• Like strategy meetings, track decisions and actions and review at

the next meeting• Consider a carrot/stick approach

• May not have to be bonus related, since these are typically job responsibilities

• Sometimes recognition alone works

Questions? Contact Daniel Hayden