Judge when to escalate balanced scorecard strategic planning and when to absorb it.
Strategic Planning Using the Balanced Performance Scorecard
Practical training in balanced scorecard strategic planning, grounded in real cases and applied to your own operation.
📍 Abu Dhabi🗓️ 5 training days📚 4 modules🎓 Accredited certificate
5intensive training days
4scientific modules
8training sessions
32detailed points
Course Overview
Managers are promoted for competence and then judged on balanced scorecard strategic planning, which nobody trained them for. Teams read what their leaders tolerate on strategic planning far more accurately than what their leaders announce. Plans for this area of organisational leadership often fail at the handover point between functions. Organisations that document balanced scorecard strategic planning properly resolve disputes about it far more quickly. The programme suits teams tackling the practice within organisational leadership together as readily as individuals attending alone. The course leaves participants able to diagnose weaknesses in strategic planning before they become incidents. The course covers balanced scorecard strategic planning at the level of detail needed to act, and stops there. Every module pairs a short input on strategic planning with structured practice on the participant's own material. The final session converts the week's work on the wider organisational leadership agenda into commitments with owners and dates.
Expected Learning Outcomes
Distinguish the parts of strategic planning that must be standardised from those that require judgement.
Document decisions about balanced scorecard strategic planning in a form that remains useful after the people change.
Review your own performance on strategic planning as rigorously as you review others'.
Align the incentives of different functions so balanced scorecard strategic planning is not quietly sabotaged.
Recognise early indicators that strategic planning is drifting away from its intended design.
Translate balanced scorecard strategic planning into objectives each person can see themselves in.
Who Should Attend
Founders and owner-managers formalising balanced scorecard strategic planning as the organisation grows.
Executives leading multi-function programmes involving strategic planning.
Managers of multi-site operations seeking consistency in balanced scorecard strategic planning.
Team leaders responsible for daily delivery of strategic planning.
Newly promoted managers taking on balanced scorecard strategic planning for the first time.
Managers with direct responsibility for strategic planning within the management team.
Course Modules
Balanced scorecard strategic planning: conflict, politics and informal power
2 sessions · 8 pointsSession 1What your team concludes from how you handle balanced scorecard strategic planning
- State the outcome expected from balanced scorecard strategic planning in a single sentence anyone can repeat.
- Distinguish symptoms from causes when strategic planning underperforms.
- Record the rationale for each significant choice made about balanced scorecard strategic planning.
- Name the person accountable for each part of strategic planning, not the committee.
Session 2Who answers for strategic planning, and to whom
- Review a past decision on balanced scorecard strategic planning and state honestly what you would change.
- Agree the indicators that will show whether strategic planning is improving.
- Set escalation thresholds for balanced scorecard strategic planning that work out of hours.
- Agree the standard on strategic planning and confirm it applies to everyone.
Strategic planning: delegation, trust and accountability
2 sessions · 8 pointsSession 1Delegating strategic planning without abandoning it
- Confirm that reporting on balanced scorecard strategic planning reaches the people who can act.
- Agree what will be standardised in strategic planning and what will not.
- Ask the team what they think is wrong with the plan for balanced scorecard strategic planning.
- Identify your successor for strategic planning and the gap they need to close.
Session 2Building someone who can run strategic planning without you
- Identify where judgement in balanced scorecard strategic planning is legitimate and where it is not.
- Review whether strategic planning is aligned with the objectives of the management team.
- Decide the point at which you would escalate balanced scorecard strategic planning.
- Recognise publicly one person whose work on strategic planning went unnoticed.
Strategic planning: deciding under pressure and incomplete information
2 sessions · 8 pointsSession 1Saying the thing about strategic planning that nobody wants to say
- Check that balanced scorecard strategic planning still works when volumes rise unexpectedly.
- Prepare how you will respond when strategic planning is challenged publicly.
- Collect evidence on the present handling of balanced scorecard strategic planning before proposing changes.
- Confirm that the people affected by strategic planning heard it from you first.
Session 2Holding the line on balanced scorecard strategic planning when it costs you
- Reduce the variation in how balanced scorecard strategic planning is carried out between teams.
- Identify which function can quietly block strategic planning and address it directly.
- Give one piece of specific feedback on balanced scorecard strategic planning within the week.
- Agree the smallest change to strategic planning that would be visibly useful.
Strategic planning: measuring whether leadership actually changed anything
2 sessions · 8 pointsSession 1What to measure in strategic planning and what to ignore
- Map the handovers in balanced scorecard strategic planning between functions and secure them.
- Write down the reasoning behind your position on strategic planning.
- Decide what you will delegate on balanced scorecard strategic planning and what you will not, and say why.
- Estimate the resource strategic planning requires to run as designed.
Session 2Keeping strategic planning alive after the initial push
- Set the review point at which balanced scorecard strategic planning will be reconsidered.
- Establish the boundary of strategic planning and record what sits outside it.
- Check whether incentives anywhere reward behaviour that undermines balanced scorecard strategic planning.
- Arrange the handover of strategic planning so capability survives staff changes.
Choose the package that suits you
Silver Package
At least 3 people
USD1,250
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Gold Package
At least 3 people
USD1,850
- 5-night stay in a 5-star hotel
- Workshop or Program Participation
- Airport Transfers
- Customized Badge
- Expert Mentorship (Private Sessions)
- Supervision & Secretarial Services
- Accredited Certificate of Participation
- Complete Training Kit
- Coffee Break
- Closing Ceremony
Complete your registration
We will contact you within one business day to confirm.