Balanced Scorecard / Hall of Fame Enterprise Results:

Government, public and private enterprises have implemented the Balanced Scorecard to achieve remarkable results. Some examples can be viewed below.

Government City of Charlotte representative city accomplishments that are tracked by the corporate scorecard and/or departmental scorecards:

Won competitive bids against private sector firms to provide wastewater treatment services for the entire city and garbage collection services for three out of four city quadrants.
Achieved FY00 Competition Plan by subjecting $22,946,000 of services to competition, privatization, and optimization
The number of fires reported per 1,000 population was 29% lower than the North Carolina benchmark average.
Charlotte’s cost per fire department response of $507 was 65% lower than the North Carolina benchmark average of $1,449.
84% of citizens indicate that they trust the police officers in their Community
Police case clearance rate is higher than the national average in five of nine UCR (Uniform Crime Report) Part One offense categories.
Crime rates were reduced in seven of nine UCR Part One offense categories per 100,000-estimated population during calendar year 1998 as compared to 1997.
Tax values increased by 16% ($17 million) along the Trolley rail line corridor.
Charlotte maintains the lowest tax rate among the seven largest cities in North Carolina.

Mobil. Within two years of introducing the Balanced Scorecard management system, Mobil North American Marketing and Refining enjoyed a wide range of successes

First of all, it soared from dead last in profitability among its industry peers to first place and remained in that position four years in a row—an accomplishment unequaled by any previous industry competitor.
The division also enjoyed a 20% reduction in the cost of refining, marketing and delivering a gallon of gasoline. And its capacity utilization yields improved by $125M per year.
Safety incidents resulting in lost work were reduced by a factor of 5. There were benefits to the community as well -- environmental incidents were reduced by 63%.
Finally, there was an increase from 20% to 80% in employees who understand the business strategy.

Hilton Hotels. Here are some results achieved two years after the Balanced Scorecard was introduced.

Hilton Hotel’s market revenue index increased from 104% to 106% of local competitive market.
Guest loyalty climbed 48% to 53%.
EBITDA margin for Hilton was 300 basis points above the industry averages.

Wendy’s. Wendy’s market cap is now $3 billion, up from $2.5 billion before they implemented the BSC. Other increases from year-end 2001 to year-end 2002 financial and non-financial results:

System wide sales up 12.7%
Revenues up 14.2% to an all-time high
Net income up 13.0%, EPS up 14.5%
Market cap up 20% , Stock price up 75%
Enterprise-wide strategic plan, with business units aligned around that plan Improved service excellence measures for Wendy’s
Documented and improved speed of service for Tim Hortons
Improved ratings on Wendy’s and Tim Hortons attributes
Staff turnover reduced from 170% per year to 140% per year against industry average of 250%

Crown Castle International. Financial and Non-Financial Results:

Top-line growth, cost efficiencies, and capital management improve asset yield; free cash flow is approaching $140 million annually.
Throughout 2003, Crown Castle’s stock beat leading stock market indices by over 300%.
Revenues for 2003 over $900 million
The company introduced e-based surveys that have enabled more focused customer satisfaction programs.
A knowledge management system installed in 2003 provides a repository of best practices and performance standards for key processes.
The company has successfully used Six Sigma to address more systemic and significant issues identified using the BSC.
Efficiency gains help subsidize the launch of new products, including innovative high-technology antennas.

Balanced Scorecard Company Leader Testimonials:

“For us, just having a series of bottom-line performance measures didn’t make sense. We wanted a way to communicate and connect those measures to citizens and employees. Building a scorecard helps managers link today's actions with the achievement of today's priorities. It encourages accountability. And, today, we define accountability by results." Charlotte City Manager (United States)
“The entire organization was aligned to the strategy and that executing it became everyone's job. The results were impressive. Sales increased 76% to EUR 9 billion and earnings jumped 127% to EUR 692 million in fiscal year 1999/2000.” President Siemens Mobile (Germany)
“Aligned operational plans or projects are linked to each perspective, together with the operational processes….this way every employee can understand better how he/she contributes and impacts to the overall results of Mobistar excited about the place...They were very proud of where they worked. EVP Mobistar (Belgium)
“In more than 30 year’s experience in the business world, I’ve never come across a more powerful concept so rooted in common sense, beautiful in its simplicity, easy to administer, and with such far reaching effect as the Balanced Scorecard.” “The combination of the governance model, the leadership process, [and] the balanced scorecard helped me change the culture from one in which the employees were just showing up to work every day for a paycheck to one in which they were pretty excited about the place...They were very proud of where they worked.“ “We went from losing $1million per day needing an equity infusion of $250 million to a valuation of $1.2 - $1.5 Billion Dollars.” CEO AT&T (Canada)
“The Balanced Scorecard has been a major contributor. It helped us to focus our initiatives and to keep them aligned with our strategic objectives. It’s been a great communication tool for telling the story of the business and a great learning tool as well. People now see how their daily job contributes to USM&R performance. Our challenge is how can we sustain this performance. We have just seen the tip of the iceberg. I want people to use the scorecard to focus attention on the great opportunities for growth.” CEO Mobil NAM&R (United States)
“In 1997 we hit the #1 ranking for our third consecutive year, which is unprecedented for a major oil company. …The Scorecard gets the lion’s share of the credit. We created a performance mindset with the Balanced Scorecard…. I firmly believe that if I change one measure on my scorecard, change will happen.” Executive VP Mobil NAM&R (United States)

“The empires of the future are the empires of the mind.”
- Sir Winston Churchill

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