Hall of Fame 2016 winners announced at Positive Impact Summit
On March 21st, Palladium announced the five organisations inducted into the 2016 Palladium Balanced Scorecard Hall of Fame for Executing Strategy®.
The Hall of Fame honours organisations that have achieved outstanding performance results using the Balanced Scorecard, a strategy management framework created by Drs Robert Kaplan and David Norton, founders of Palladium’s strategy consulting practice. Today, the Balanced Scorecard and Kaplan-Norton strategy management system are among the most widely-used management frameworks in the world. Past honourees include more than 200 corporations, government entities, and non-profit organisations from nearly 40 countries and include.
Christopher Hirst, Managing Director of Strategy and Corporate Development at Palladium, said,
"The Hall of Fame program continues to demonstrate how essential structured strategy execution is to an organisation achieving results. At Palladium, we are driven by Positive Impact – the creation of enduring economic and social value. We combine our strategy execution and implementation expertise to assist organisations in achieving their Positive Impact strategy. Congratulations to our 2016 winners; each of them are inspiring examples of how vision and well-executed strategy can combine to make a real difference to businesses and communities."
The class of 2016 winners are:
Avinor – A state-owned limited company, Avinor is responsible for operating air traffic control towers, air navigation infrastructure, and the vast majority of Norway’s airports, both civil and military. The Balanced Scorecard was launched in 2013 due to the CEO’s desire to align a fragmented organization around a clear strategy. In the past three years, Avinor has succeeded in reducing their CO2 emissions per passenger by 20% and increasing EBITDA by 61%. They have also improved a variety of customer service measures including reduced security wait times. Furthermore, Avinor has reduced overtime hours in the Air Navigation unit by 34% and significantly improved a number of work environment indicators, including a 32% decrease in occupational injuries.
The City Government of Balanga – The City of Balanga, capital of Bataan province in the Philippines, is comprised of 25 barangays and home to nearly 100,000 citizens. In 2007 the city was struggling; the business community was small, city revenues were low, young people were leaving for opportunities elsewhere, citizens were disengaged, and the city’s workforce focused narrowly on their job descriptions. In less than a decade the city has reinvented itself. The number of registered businesses has more than doubled while the gross sales of those businesses has ballooned to 529% of 2007 levels. As part of the strategy to become an education hub, the number of students coming to Balanga from outside the Bataan province has quadrupled and the number of government scholars has grown by 90%. The city has generated more than 268 million Philippine Pesos in public private partnership investments, which beyond the actual investments has had a positive effect on driving greater community engagement.
Community First Credit Union – CFCU is a member-owned financial institution offering a full range of financial services in the Sydney metropolitan area in Australia. The organisation implemented the Balanced Scorecard in 2005 under the direction of a new CEO to keep pace in an industry contending with declining margins, technological advances and demographic changes. Over the past decade, Community First has improved its culture and increased employee engagement by 113%. From this reinvigorated employee base has come results that are out-pacing the industry including a 127% increase in total assets, profitability growth from $78,000 to $2.4M AUD, and a net promoter score 45 points above the average for Australian banks.
Philippine Navy – With a history as old as the country itself, the Philippine Navy has been serving the Filipino people since 1898 through its military, diplomatic, and constabulary roles. In 2006, hampered by a litany of internal and external challenges, the Navy developed a “Strategic Sail Plan” to tackle them. As a result of its successful implementation, a wide variety of operational measures have seen significant improvement. This has included a 14 fold increase in the number of vessels monitored, a 73% increase in the efficiency of developing base-specific development plans, and a 33% increase in operational readiness. The satisfaction of stakeholders has also improved markedly, with a 28% drop in the personnel attrition rate and a 91% Unified Commands satisfaction rating.
Roanoke Electric Cooperative – Operating in an economically depressed region of North Carolina, Roanoke distributes electricity to 14,500 member owners while being a catalyst for economic development in the region. In 2014, the organization moved from a traditional strategy development approach to one that leveraged the Balanced Scorecard to keep pace with a rapidly changing operating environment. Since then, service interruptions have decreased by more than 25%, Roanoke’s subsidiary units have become profitable, safety has increased, and involvement in the Cooperative Owners for Political Action initiative has increased nearly 12 times over to include nearly 8% of members-owners.
Palladium is a global leader in the design, development and delivery of Positive Impact— the intentional creation and measurement of enduring economic and social value. We work with corporations, governments, foundations, investors, communities and civil society to formulate strategies and implement solutions that generate lasting social, environmental and financial benefits.
For the past 50 years, we have been making Positive Impact possible. With a team of more than 2,500 employees operating in 90 plus countries and a global network of over 35,000 technical experts, Palladium has improved—and is committed to continuing to improve—businesses, economies, societies and most importantly people’s lives.