Organizations chosen for the Hall of Fame for Executing Strategy are best-practice exemplars of the five principles of a Strategy-Focused Organization as defined by Drs. Robert S. Kaplan and David P. Norton, creators of the Balanced Scorecard and Strategy-Focused Organization concepts.

Selection Criteria

To be chosen, an organization must:

  • Be an enterprise, or the leading strategic business unit within it( e.g.,largest revenue generator and/or market leader), that has implement the BSC as defined by the Kaplan/Norton methodology.
  • Exemplify the 5 principles of a Strategy- Focused Organization.
  • Earn media recognition of its BSC implementation and present its BSC case a public conference.
  • Achieve breakthrough results over a period of 24 months or longer.
  • Significant financial or maket share gains (private & publicly-traded companies).
  • Demonstrate the measurable achievement of misión or consumer objetives (public or nonprofit organizations).
  • Respected position whithin its industry segment or sector.
  • Provide a testimonial from a senior executive attributing the organization´s results in part to its BSC.

2014

Arasco – Saudi Arabian

ARASCO Feed, a division of Saudi Arabian agricultural giant ARASCO, led the company’s implementation of the Balanced Scorecard as the first business division to adopt the framework four years ago.  Since then, their return on capital employed has grown by nearly 300%, the number of markets served has multiplied seven fold, on-time delivery has grown by one third, and staff turnover has dropped by 25%.  ARASCO Feed is leading the way toward a more secure and sustainable future for the region.

National Bank for Economic and Social Development (BNDES) – Brazil

When the Brazilian economy entered a new development cycle in 2007, the Brazilian Economic and Social Development Bank (BNDES) played a fundamental role in stimulating the expansion of industry and infrastructure in the country.   By balancing the objectives of expanding disbursements and of maintaining financial sustainability, BNDES achieved a default rate of less than 1 percent.  Since 2007, BNDES has created an average of 4.2 million jobs a year, increased disbursements on innovation projects from$144 million USD to $3.2 billion USD in 2013, and grew the number of small and mid-sized businesses they support by over six-fold.


Savant Pharm – Argentina

Upon launching a new vision in 2005 – to generate higher margins for pharmacists and more affordable drugs for end consumers – Argentinian pharmaceutical company Savant adopted the Balanced Scorecard to manage and measure intangible assets and develop new internal capabilities.  Growth resulted from focus on international business development, innovative market segmentation, and continuing efforts to provide more and better products.  After eight years of BSC use (2005-2012) and completion of two successive strategic plans, Savant multiplied its revenue twelve-fold.  Over this same period the number of active clients grew by a factor of ten, overall equipment effectiveness doubled, revenue per employee grew by 3.5 times, and employee satisfaction reached 80%.


Gerencia de Centrales Nucleoeléctrica – Mexico

Mexico’s Laguna Verde Nuclear Power Plant implemented the Balanced Scorecard in 2008, enabling alignment of operational measures and strategic objectives. Immediate benefits included a reduction in “wasted” time spent in meetings, better prioritization of and follow-up on issues, and improved performance and root cause analysis. Since 2008 the unit cost of production has declined by 34%, EBITDA has more than doubled, customer contracts have grown by over 30%, reliability and safety have increased, and training and quality of work life have improved for the work force.

2012

Cablevision – Mexico

Responding to increasing competition in the telecommunications industry, Cablevision Mexico implemented a Balanced Scorecard program in 2008 to ensure its future success by improving capacity and infrastructure to deliver high-quality video, voice and broadband services.  During the early years they achieved internal synergy, gained workforce commitment, and established a new culture of performance.  Hard benefits followed, including significant improvements in customer satisfaction (including a strong emotional link and a differentiated customer experience) and breakthrough financial performance (EBITDA and sales).

Comisión Nacional Bancaria y de Valores (CNVB) – Mexico

This agency of the Mexican government oversees and regulates the Mexican financial system.  Its strategy is based on three pillars: fostering competition while maintaining stability, financial inclusion, and consolidating operations to be more responsive by strengthening the institution.  Since becoming a strategy-focused organization the CNVB has helped Mexico‘s economy remain stable in spite of the global recession, there is a positive trend in credit activity, and financial savings are growing across the country.

2011

Compartamos Banco – Mexico

Compartamos Banco, headquartered in Mexico City, is the largest microfinance institution in Latin America.  Compartamos provides working capital and insurance to more than two million micro entrepreneurs and business owners.  With strategic themes of creating social value, economic opportunity, human capital, and corporate social responsibility, Compartamos’s office of strategy management has made execution a core competency.  It is one of the 100 best companies to work for in Latin America, widely acknowledged for its inspirational leadership.  In fact, the Great Place to Work Institute identified the Kaplan-Norton approach to strategy execution as one of the three most important strengths of the bank.  Since adopting it, Compartamos has grown its customer base 333%, loan portfolio 381%, share price 355%, profits 395%, and market share 17%.  “Our dream is to transform millions of lives and generate development opportunities, says Carlos L. Costas, president of holding company Compartamos SAB.  “The Kaplan-Norton approach will continue being the strategic management tool that will support us when making decisions and in sustaining growth.”

Infonavit – Mexico

Infonavit, a Mexican federal agency holding two thirds of home mortgages, is the largest mortgage lender in Latin America, with more than five million mortgages on its books.  Frequent leadership changes—eight CEOs in ten years during the 1990s—contributed to strategic and operational uncertainty.  A comprehensive new strategy and strategy management process laid the foundation for transforming Infonavit into an agency recognized for its effectiveness, efficiency, productivity, and transparency of action.  The Kaplan-Norton approach was adopted in 2006 to ensure that the strategy would be well executed.  Since then, revenue has grown 39% to about $10 billion, mortgages originations are up 14%, and customer service is up 66%.  Infonavit has shared best practices, managed risk, and financed sustainable “green” housing construction.  “Our vision is not only improving our financial returns, but improving the quality of life among our citizens to include economic, educational, and social advances,” says CEO Victor Manuel Borrás Setién.  “The BSC has been a key tool which, adapted to our culture, has helped us to achieve our vision.”

Schincariol Group – Brazil

Schincariol is the second largest brewer in Brazil, and one of the 20 largest in the world. The company not only produces some of the most popular beers in Brazil, but also soft drinks, mineral water, juices and other beverages. In 2005 It was launched Schincariol Management Program, based on the Kaplan-Norton approach to align and focus the company toward its vision and strategy, a program of change that would make execution a core competency. Since its implementation, revenues increased 83%, profits 68%, volume by 28%, non-alcoholic drinks 61% and the market share of soda 48%. Sales in 2010 were $ 3.7 billion up 12% on 2009.

.

2010

Sociedad Hipotecaria Federal – Mexico

Sociedad Hiptotecaria Federal (SHF) is a federally-owned Mexican housing development bank with $7.8 billion in assets. Its primary mission is to expand housing production for low income citizens and to develop a strong private housing system through loan guarantees in the construction and improvement of housing. The adopted the BSC to ensure management focus on the critical drivers of enterprise performance. An institutional strategy office includes a program management office, a product development office, and an office of strategy management to make execution a core competency. Pre- and post-BSC results are impressive: 558% growth in the number of financed households, a 13% reduction in operating costs, and 80% employee satisfaction (63% is the average). Compared with other public entities that average a 70% compliance with internal control standards set by the federal government, SHF has a 97% compliance ranking. “In order to develop the primary and secondary mortgage markets in Mexico, we had to successfully execute our strategy,” says Javier Gavito, CEO. “The Kaplan-Norton framework gave us strategic focus in our actions, aligned employees’ work in a single strategic view, translated the complexity between market forces and the multiple players into a coherent strategy map, and provided monitoring and accountability for our stakeholders.” 

MAPFRE – Brazil

MAPFRE, a Fortune 500 company with $26 billion in revenue and 70 million customers in 43 countries, is the leading insurance company in Spain and Latin America. It ranks 21st in Business Week’s “Best Companies in the World” ranking. Its MAPFRE Brazil subsidiary, the largest outside of Spain, represents 62% of the profits in Latin America, and 19% of worldwide profit. They adopted the BSC in 2003 to integrate several acquisitions in a common enterprise performance management system. Organizational alignment and a shared management language were fundamental objectives. In five years gross profit multiplied 8-fold, individual employee productivity doubled, and the combined ratio—a measure of insurance company profitability derived from taking the sum of incurred losses and expenses and then dividing them by earned premium—has dropped well below 100% in an industry where the average is close to 105%. “MAPFRE Brazil has grown over 500% in recent years thanks to a culture of innovation, operational excellence, and a focus on our strategic priorities,” says Antonio Cassio dos Santos, president and CEO. “A culture rooted in execution with the Balanced Scorecard system at its core allows each person to understand his role within the whole that contributes to our company’s extraordinary performance results.”

Culligan – Argentina

Privately held Culligan International Company is the world leader in water filtration systems. Culligan Argentina, the affiliate in that country, was an early adopter of the Kaplan-Norton approach to clarify their strategic initiatives, allocate the resources to achieve them, and engage the workforce to make execution everyone’s job. Although a high volume, low margin business, Culligan pursued a customer intimacy strategy, established a state-of-the-art call center to personalize customer interaction, and aligned team and individual incentives in a pay-for-performance approach. They have grown customer share-of-mind through social media to establish themselves as water experts. Comparison of pre- and post-strategy mapping and BSC implementation demonstrates breakthrough performance attributed to strategic focus, alignment, and incentive compensation. They include EBITDA increases of several orders of magnitude, a 63% reduction in days sales outstanding, a 68% productivity increase among individual employees, and a 25% increase in customer loyalty. “For us, the BSC is a realistic and sustainable governance system in which incentives, processes, and cultural habits assure the ‘strategic execution resilience’ of our company,” says Santiago Murtagh, general manager. “Having a blueprint to show us where we’re headed gives us flexibility, boldness, and agility…giving us confidence, renewed energy levels, and focus on true north.”

2009

GRUPO ACIR – Mexico

Grupo Acir has been the most innovative radio broadcasting group in Mexico for nearly a half century, and one of the most important broadcasters in Latin America. Some 175 Grupo Acir radio stations and web sites reach more than 20 countries, and the company’s partnership with Clear Channel Communications (the world’s largest broadcasting company) has enabled it to stay on the cutting edge in programming, promotion, and technology. Once reliant on political advertising as a major (but volatile) source of revenue, the company shifted to a new business model based on high value customers. The result? In 2008 ad revenue jumped 37%, and EBIDTA nearly doubled up 47%, and rate increases and market share gain delivered nearly 10% growth, five points above the industry average. Grupo Acir has adopted Balanced Scorecards throughout the enterprise, including for its board of directors and for each member of the executive management team. “In a heavily regulated and competitive industry, our strategy management system extends from the boardroom to the control room, transforming our objectives into reality,” says Don Francisco Ibarra López, chairman and founder. Adds CEO Jose Antonio Ibarra Fariña, “The Balanced Scorecard has created synergies between business units and shared services, eliminating silos and placing our focus squarely on strategy execution.” It has also led to better decision making. For this broadcaster, becoming a strategy-focused organization has created air waves of success.

Volkswagen – Brazil

Volkswagen do Brasil (VWB) is the largest Volkswagen operation in the Americas, with four plants, 22,000 employees, and revenues of more than $10 billion in 2008—one of the highest profitability rates in the VW Group. One of Brazil’s biggest exporters, VWB manufacturers the country’s best-selling car. It wasn’t always this way, however. In 2006, following years of currency devaluation, a sluggish domestic economy, new sources of competition, and market share loss, VWB attempted its first approach to a turnaround. A second attempt was made in 2007, this time with the automaker adopting the BSC to help implement the new strategy. It’s “Act to Win” program, a comprehensive strategy transformation effort from setting objectives, measures, targets, and initiatives to aligning dealers and suppliers as well as employees, became a model of strategic clarity, communication, and employee engagement. In two years, revenue increased from $6 billion to $10 billion, ROI increased 900%, employee engagement more than doubled, and suppliers meeting VWB standards grew 25%. “Implementing the Kaplan-Norton strategy management system was one of the best decisions we’ve ever made,” says Thomas Schmall, president and CEO. “The board and officers saw the BSC as a management philosophy—perhaps the only one of its kind—that could effectively integrate everything requiring improvement—finance, market, product, quality, process, and culture. The BSC integrated intangible assets with their tangible counterparts in a simple way, allowing us to be more flexible and adaptable. During 2009, we grew three times the average for Brazil’s auto industry, returning to the no. 1 spot despite the economic crisis.” For Volkswagen do Brasil, it’s a fast road ahead.

Megasalud – Chile

Megasalud is Chile’s largest medical and dental outpatient clinic system. Its vision is to be the medical and dental healthcare provider of preference, distinguished for delivering the highest technical standards of quality and service in a secure and stable working environment. Some 3,555 employees provide clinical and diagnostic services through some 32 networked centers throughout the country. Megasalud’s clinical management model has made a significant impact on Chile’s public and private insurance systems, and therefore in the lives of Chilean citizens. In the four years since adopting the BSC, return on equity more than doubled, patient satisfaction increased 45%, and average patient waiting time was reduced 53%. “Ours was a company with a lot of problems in 2003, including financial losses,” observes General Manager Marcelo Maira. “The Balanced Scorecard helped turn us around. The strategy map provided a powerful tool to communicate an entirely new strategy, align the organization, establish a common language to manage and measure performance, and to share what works across a geographically far-flung network. The approach has clearly impacted our results.” Megasalud has proved that an ounce of prevention is worth a pound of cure, and for the citizens of Chile, healthy smiles.

2008

DEWA (The Dubai Electricity and Water Authority)

The Dubai Electricity & Water Authority (DEWA) provides electricity and water to nearly 800,000 customer accounts in the emirate. One of the largest government agencies in Dubai, with an annual operating budget of $3B and a 2008 capital budget of nearly $10B, DEWA operates one of the largest desalination plants in the world. One of the best-run agencies in Dubai, DEWA is ranked number-one in customer e-service by the government. “At DEWA, we are faced with unrelenting pressure to keep pace with Dubai’s double-digit economic growth, which shows no sign of abating,” according to Saeed Mohamed Ahmad Al Tayer, Managing Director and CEO. “We have used the Balanced Scorecard to create a focus on our strategy…with unprecedented results.” DEWA is both the first organisation from the United Arab Emirates and the first from the Middle East to be inducted into the BSC Hall of Fame.

HSBC – Brazil

In three years the revenue growth reached R$ 8.500 million Reales (54%). Net Earnings before taxes grew 83% to R$ 1.700 million Reales and the assets grow to double the size. The CEO of the HSBC Group has announced the use of the Strategy Maps and BSC in the entire organization.

Banco Estado – Chile

BEMM has made an important difference in the human development and quality of life of the Chileans. It has grown the number of clients to 310.000 (245% growth), has grown the credit lines to USD$ 670M (growth of 445%), growing the number of employees in 12% and at the same time reduced his operational costs in 10%. BEMM has doubled as an outcome the margins

Grupo Modelo – Mexico

The cause en effect model of the BSC, as well its hability to integrate strategic initiatives has helped to clarify strategy, guide performance and optimize the information for business decision making. In four years net sales have grown 11%, EBITDA 12%, earning per share 14%,devidends 37%, and the return to shareholders has grown 93%.

Pronto – Uruguay

After the financial crisis in 2002 in Uruguay a new strategy and a new strategy governance and strategy oriented organization was needed. I five years the number of clients have grown from 4.600 to 150.000, income has grown from US$ 506K to US$ 21.3M and EBITDA has grown from US$ 2K to US$ 6.9M.

2007

Profertil – Argentina

Profertil managed to grow into a big company through an environment of continuous improvements focused on a strategy that identifies critical proceses and adapts them much quicker and easier tan its competitors. With more than 250 direct employees and 500 contractors, all aligned to their strategy, Profertil has grown their income significantly.

Unimed – Brazil

Has reached excellent financial and non financial results. This has happen even considering the economic instability and the difficulty that the health industry has gone though in Brazil. The cooperative ended 2006 with an income of R$ 410 million with an market share of 40% and with these being the absolute leader.

Minera los Pelambres – Chile

Has transformed a culture focused on production into a culture focused on business and value creation. The net sales in 2006 where on top of US$ 2.700 millions with earnings after taxes higher tan US$ 1.800 million. More tan 2650 employees work at los Pelambres, 536 of them as direct employees.

2006

Gerdau-Brazil

Is today the biggest steel exporter in the world with revenues of US$ 1.500 millions and net earnings of US$210,8 millions in 2005. Today Gerdau Açominas has more than 5000 employees in four Brazilian regions with a total production capacity of 3.9 million tons a year of steel. This will be grown in 4,5 million tons a year in 2008.

Chilectra – Chile

Reached substantial productivity and quality growth of its services, This has contributes to te growth of the company in an unstable economic and political environment. Chilectra has doubled the net earnings in 3 years, its total revenue exceeded US$ 4.000 million.

Federación Nacional de Cafeteros de Colombia

Their results have been extraordinary, the transfer of the café prices to the farmers have reached 99%, the equity of the National Coffee Fund has grown 81% and their debt has been reduced in 36%. Additionally the exports have multiplied more than two times in value climbing from US$ 684 million to US$ 1.613 million.

2005

 

Polibrasil – Brazil

Has grown its net earnings in 126%. The strategy execution model in Polibrasil has helped the organization to overcome a strict financial environment and find all the flexibility necessary to grow the business and to be ready continuous changes. With this the operational and financial performance of the company has been continuously improved.

Cinépolis –Mexico

Thanks to the implementation of the Strategy Management Model, Cinépolis has deployed its strategy to all functional and support areas and has with this reached a 10% growth in tickets, 30% in earnings and 20% in productivity per employee. Today Cinépolis is the leader in the cinematographic industry in México and the number 8 in the world.

 

2004

CST-Arcelor– Brazil

With a new strategic focus, with new long term alliances and suppliers to reduce fluctuations of the business cycles, CST has generated an important return on sales. In 2003 the net revenues of CST have grown to R$ 3.7 million, 31% more than in 2002, and at the same time the company has reached a growth of 46% in gross profits.

GNP Seguros- Mexico

GNP has with the implementation of a strategy focused organization strongly supported the customers’ services developments and with this the company sustainable development. In 4 years, GNP has grown its sales in 27% and has multiplied by four its EVA.

 

2003

 

Unibanco – Brazil

Unibanco is today the third Brazilian bank in the private sector with assets of R$ 73.400 million. With its business units aligned with the strategy to gain economy of scale through growth, cost optimization, best recruiting and credit recuperation, Unibanco has tripled its customer base.

Pin It on Pinterest

Share This