Program Outline


Best Practice Strategy Execution Using Balanced Scorecard

The Challenge

Unlocking the potential of your organization.
A management strategy is only as good as its implementation. It sounds obvious.

Research reveals that only one in three businesses is achieving its strategic performance goals.Why?

Strategy must be good. Execution must be the best. Performance management using Balanced Scorecard empowers organizations to deliver their strategy and plans successfully.

Strategic use of the Balanced Scorecard

Tens of thousands of organizations have utilized the Balanced Scorecard framework successfully since it first gained broad acceptance in the 1990s. And for good reason.

The Balanced Scorecard framework:

  • Provides an even overview
  • Identifies priority activities and outcomes
  • Identifies redundant activities
  • Combines qualitative and quantitative measures
  • Sharpens focus on strategy and provides the means to implement that strategy
  • Increases employee engagement in management teams and across the organization
  • Has been shown to increase returns and share prices in the private sector (based on various academic studies)Intelligent well executed strategy transforms organizations.This course will show you how to deliver it.

Program Benefits:

Attend this program to:

  • Gain real-world insights into effective strategy implementation and performance management using Balanced Scorecard.
  • Understand the ‘soft’ or cultural requirements of strategy implementation – the change management aspects that are essential to success.
  • Test your understanding and practice new skills as you build a case study Balanced Scorecard.
  • Exchange and debate ideas with course leaders / mentors, guest speakers and fellow attendees.
  • Learn practical tips of the trade that will enable you to design effective Strategic Balanced Scorecard.
  • Discuss your organizations’ own Balanced Scorecard with experienced consultants.

Program Outline


  • The evolution of the Balanced Scorecard
  • Building consensus on long term goals
  • Practical exercise: Case study part 1:
    • Destination statement
    • Feedback and discussion
  • Feedback and discussion
  • Practical exercise: Case study part 2:
    • Strategic Linkage Models
    • Feedback and discussion

  • Measures, targets and identifying initiatives
  • Practical exercise: Case study part 3:
    • Choosing measures
  • Making the project happen
  • Implementation issues
  • Practical exercise: Case study part 4:
    • Review meeting practice
  • Cascading: Developing aligned set of Balanced Scorecards
  • Group exercise: Failures and pitfalls

Program Faculty

Gavin Lawrie
Founder and Managing Director – 2GC

Gavin is a classically trained and experienced strategic management consultant. He is one of the UK’s leading experts on strategic Performance Management and Balanced Scorecard design. His expertise derives from his leadership of projects in these fields for major organizations around the globe across many sectors, and from working on the development of Balanced Scorecards with David Norton and Robert Kaplan, the concept’s creators. Prior to founding 2GC in April 1999, Gavin was a leading member of the International Balanced Scorecard Practice of Renaissance Worldwide.

Gavin holds an MBA degree from London Business School, and a BEng Degree from the University of London. He is a member of the Chartered Institute of Marketing, and the Strategic Planning Society. Gavin is an acclaimed speaker at conferences and seminars on issues surrounding the development and implementation of Performance Management systems and Balanced Scorecards.

Maitham Al Oraibi
Consultant – 2GC

Maitham is a Bahraini national who has 14 years of experience in the petrochemical industry and five years in the government sector. He worked in the Gulf Petrochemical Industries Company in various operations, technical services as well as quality, environment and safety management systems. He then worked for the Quality Assurance Authority for Education and Training for five years as senior director for vocational reviews and was the coordinator of a nation-wide vocational improvement strategy.

He was a member of a policy working group helping in designing and implementing the National Qualification Framework in Bahrain.Maitham has been working with 2GC in the Gulf for about a year and been involved in our strategy implementation work for the Saudi Electric Company and the National Grid.Maitham holds BSc in chemical engineering from the University of Bahrain, MSc in environmental technology from UMIST-Manchester and is currently a PhD candidate in Public Management from Brunel University.

Maitham is fluent in Arabic and English.


Best Practice Strategy Execution Using Balanced Scorecard

10 – 11 December, 2014
Shangri-La Hotel, Sheikh Zayed Road, Dubai

Mian Ahmad Farhan, FCA

Program Director
MECA CFO Academy

Email: maf@pacdubai.com
Office Ph: +971 4 3881701-02
Cell: +971 55 2100668


US$ 1,995 for the two-day workshop including lunch, coffee breaks and course material.


This program is designed for anyone responsible for implementing strategy and/or improving organizational performance. Previous attendees have included:

  • Chief Executives/Managing Directors
  • Finance Directors
  • Policy Advisors
  • Strategic Planners
  • Business Analysts
  • Business Unit and Divisional Directors
  • HR Leaders
  • Performance Managers
  • Financial Controllers?
  • Consultants in other fields


Best Practice Strategy Execution Using Balanced Scorecard

10 – 11 December, 2014
Shangri-La Hotel, Sheikh Zayed Road, Dubai

Mian Ahmad Farhan, FCA

Program Director
MECA CFO Academy

Email: maf@pacdubai.com
Office Ph: +971 4 3881701-02
Cell: +971 55 2100668

Program Fee: $ 1,995

Presented By:

MECA CFO Alliance
Office 2408, Emirates Financial Towers,
Dubai International Financial Centre
PO Box 506556, Dubai, U.A.E
In Collaboration with:

Offices in Europe, Far East
And Middle East
Organized By:

Mezzanine Floor, M-A1,
Al-Tayar Building,
Sheikh Zayed Road – Dubai – UAE