Hall of Fame

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. Hall of Fame members are personally selected by Drs. Kaplan and Norton.

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 implemented the BSC as defined by the Kaplan/Norton methodology
• Exemplify the 5 principles of a Strategy-Focused Organization
• Earn media recognition for its BSC implementation and present its BSC case at a public conference
• Achieve breakthrough results over a period of 24 months or longer
• Significant financial or market share gains (private & publicly-traded companies)
• Demonstrate the measurable achievement of mission or customer objectives (public or nonprofit organizations)
• Respected position within its industry segment or sector
• Provide a testimonial from a senior executive attributing the organization's results in part to its BSC

2011
	Compartamos Banco - México
	Infonavit - México
	Schincariol Group - Brasil
2010
	Sociedad Hipotecaria Federal - México
	Culligan - Argentina
	MAPFRE - Brasil
2009
	ACIR - México
	Volkswagen - Brasil
	Megasalud - Chile
2008
	HSBC – BrasilIn 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 – ChileBEMM 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 - MéxicoThe 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 – UruguayAfter 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 – ArgentinaProfertil 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 – BrasilHas 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 – ChileHas 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-BrasilIs today the biggest steel exporter in the world with revenues of US$ 1.500 millions and net earnings of US$210,8 millions in 2005. Today Gerdau Açominas has more than 5000 employees in four Brazilian regions with a total production capacity of 3.9 million tons a year of steel. This will be grown in 4,5 million tons a year in 2008.
	Chilectra – ChileReached substantial productivity and quality growth of its services, This has contributes to te growth of the company in an unstable economic and political environment. Chilectra has doubled the net earnings in 3 years, its total revenue exceeded US$ 4.000 million.
	Federación Nacional de Cafeteros de ColombiaTheir 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 – BrasilHas 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 –MéxicoThanks 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– BrasilWith 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- MéxicoGNP 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 – BrasilUnibanco 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.