When the execution of the strategic plan is specified and subsequently the indicators are detailed captured in an electronic format, we have the first result of the entire project: a Balance Scorecard with indicators calculated depending on the period we are in. Nevertheless, the project does not end here. We could even say that the real project has only just started, as the real objective is to execute the strategy and see how much it has progressed, and it is not merely automating some indicators.

We hear often that one of the risks of this type of projects is that they flag in time, and the Balance Scorecard often becomes just another report in the company’s reporting. It is important to put the Balance Scorecard report in a continuous use and improvement process, fully integrated with other existing processes in the company such as strategic planning, operative planning, reporting and management control, regular operation with board of directors tracking meeting, continuous improvement, etc.

In our case, when we finish the technological implementation, we tackle the consultancy to determine a usage policy that fits the company’s modus operandi. We establish a process with three different phases:

• Analysis phase (understanding)
• Discussion phase (decision approval)
• Improvement (decision execution)

The first phase includes the individual analysis by each head and level, of their Balance Scorecard, looking at trends, red lights and projects with delay. The result is a series of comments on the situation observed and list of improvement actions.

The second phase is the monthly tracking meeting, organised by roles taken on by the attendants during the meeting and a structured improvement presentation and approval process.

The third phase is the planning and execution of the decisions taken, the tracking of which is carried out in the following monthly meeting.