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Tag: case studies

  • BSC Development – Justrite Superstores Case Study

    Justrite Superstores is a Nigerian-owned modern grocery chain retail store with a dominant presence as a neighbourhood retail store in the south-west of Nigeria. The management in their efforts to position the business as a top brand in the areas of operation and to entrench the culture of performance, contacted BSWA Consulting (formerly Balanced Scorecard West Africa), on the development of a Balanced Scorecard strategic management system after which a proposal was submitted. The project started with a one-day executive workshop for about 15 senior executives of Justrite to lay the foundation for the BSC system.

    This was followed by the review of the existing plan against the balanced scorecard system to identify gaps and properly align it with the BSC system. We also reviewed the report of a recently conducted organization assessment and carried out customer needs analysis & competition analysis of Justrite, and developed the SWOT analysis. We worked with the in-house project team set up by Justrite. Following several brainstorming sessions, we reviewed strategic foundation elements including mission, vision, and core values, and recommended the revised elements and strategic themes and their results to the to Strategic Management Team (SMT) for validation. We developed the enterprise scorecard with all the elements including strategic objectives, performance measures, targets and initiatives, with all the graphics as well as the communication plan that will engender understanding and buy-in across the organization. With the enterprise scorecard developed, we cascaded the strategy to 13 departments to ensure alignment across the organization and make strategy the focus of the entire organization. Justrite now has a well-documented balanced Scorecard.

    The Balanced Scorecard provided us with a holistic, 360-degree perspective on performance management. It enabled us to balance our pursuit of financial targets with a deep understanding of customer needs, effective staff integration, and process improvement. The clear guidelines provided by the Balanced Scorecard framework facilitated the establishment of a more effective performance management system.

    Head of Strategy and Growth, Mr. Soysal Sinan

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  • Balanced Scorecard Development -Bet9ja Case Study

    Bet9ja is the number one gaming company in Nigeria. The company contacted Balanced Scorecard West Africa Ltd when they needed to ensure corporate strategy alignment and the development of a departmental balanced scorecard.

    The project kicked off with a one-day executive workshop for 20 executives of Bet9ja, to lay the foundation for a seamless BSC session.


    Bet9ja had existing strategic pillars, which were reviewed by BSWA together with the in-house Strategic Management Team (SMT) in a brainstorming session to align it with the BSC system, with clear strategic results that are aligned with the vision of the enterprise.

    The validated strategic pillars were further decomposed into enterprise strategic objectives to form the basis for cascading to the various departments and units in the organization.

    To ensure alignment across the organization and to focus the various functional units on the corporate strategy, the Bet9ja strategy was cascaded to 9 departments, with each of the departments having all the elements, including Strategic objectives, performance measures or KPI, targets, and initiatives, well documented.

    Also, to ensure that there is full alignment across the entire organization up to the individual employees, we conducted a two-day training workshop for appraisers on the development of employee scorecards that are aligned with the departmental objectives, with 22 persons in attendance.

    Today Bet9ja has a well-documented Balanced Scorecard system, which will henceforth drive the organization’s pursuit for the foreseeable future.

  • Union Assurance Company Limited

    The CEO of Union Assurance Company Ltd, (then a 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, BSWA 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 analysis.

  • Transport Services Limited

    Transport Services Limited (TSL) is one of the leading product handling companies in Nigeria that delivers value-added logistics and distribution services. In an attempt to reposition the company and improve performance, it decided to implement the balanced scorecard, but its experience working with different consultants was bad. Undaunted, the management decided to take the bull by the horns 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 the development of an enterprise balanced scorecard using our fast-track methodology, working with in-house cross-functional teams. Then followed the 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 a much wider shared understanding of the strategy among the employees.

  • 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”

  • Wema Bank Plc.

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

    After discussions with executive management, we developed customized workshops to resolve the problems and facilitated a series of workshops to educate executive management and other leaders on the resolution approaches. About 100 staff members attended the different workshop series. We assisted in fine tuning the enterprise scorecard and Tier 2 scorecards for 27 Departments and deployed the Tier 3 electronic cascading tool to facilitate the 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.”

  • 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 the balanced scorecard by the multilateral organization, as well as a financial proposal, on the basis of which we were chosen as the preferred consultant.

    • Review and documentation of Strategic Management Processes (September 2020).

    • 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 and individual scorecards and reviewed the existing technology environment for suitability for performance analysis and reporting under a balanced scorecard system.

    • Afreximbank, though it operates as a commercial, self sustaining organization, is owned by African member countries with a developmental and social mandate.

    Subsequently, we were contracted to install and implement Spider Impact® by Spider Strategies®, a performance information system.

    • Installed Spider Impact by Spider Strategies, assisted with uploading data, and trained performance analysts and others on the software.

    BSWA continued to provide support by training new managers as they were recruited and assisting with the ongoing implementation of the performance management system.

  • Central Bank of Nigeria

    Twenty-three top executives of Strategy & Performance, Human Resources, and I.T Departments of the 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.

  • Bank of Ghana

    The Bank of Ghana (Ghana’s central bank) released an international RFP for Consultancy Contract for the adoption of the Balanced Scorecard Methodology in Strategic Planning and Management. BSWA planned the contract execution and facilitated the setup 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 20 departments and six regional offices.

    The project was concluded with the cascading to Tier 3 in November 2018.

  • Central Securities Depository (GH) Ltd

    CSD wanted to implement balanced scorecard as its strategic management system and approached BSWA to assist with development of Strategic Plan, 2020 – 2024, based on balanced scorecard Framework.

    • Ran Balanced Scorecard intro training for 14 project team members and heads of departments.
    • Conducted external situation analysis, including Ghana financial sector analysis, structured discussions with key external stakeholders – depository participants, Ghana Stock Exchange, Securities & Exchange Commission, etc. and internal situation analysis, including staff survey and identified key planning issues.
    • Worked with in-house Project Team to review and revalidate the CSD’s strategic foundation elements, including mission, vision, customer value proposition, strategy canvas and facilitated strategy formulation, i.e., the strategic themes.
    • Worked with in-house strategic theme teams to develop theme scorecards, which were later consolidated as the Enterprise Strategy (Tier 1)
    • Cascaded the Tier 1 strategy to 6 departments
    • Facilitated development of SMART Objective Scorecards for 32 employees of the company