{"id":14218,"date":"2026-03-02T13:09:00","date_gmt":"2026-03-02T18:09:00","guid":{"rendered":"https:\/\/www.setym.com\/executer-les-reformes-pas-seulement-les-formuler-lapport-du-balanced-scorecard-et-du-processus-xpp\/"},"modified":"2026-04-16T12:24:50","modified_gmt":"2026-04-16T16:24:50","slug":"implementing-reforms-not-just-formulating-them","status":"publish","type":"post","link":"https:\/\/www.setym.com\/en\/implementing-reforms-not-just-formulating-them\/","title":{"rendered":"Implementing reforms, not just formulating them – The contribution of the Balanced Scorecard and the XPP process"},"content":{"rendered":"\r\n\n
<\/section>\n
\n
\n
\n

1. Introduction<\/h2>\n

What is the Balanced Scorecard method?\u00a0?<\/h3>\n

The Balanced Scorecard (BSC) is an integrated strategic framework that translates an organisation’s vision and priorities into concrete, measurable actions that are aligned at all levels.<\/p>\n

Developed in the early 1990s by Robert S. Kaplan and David P. Norton of Harvard Business School, the BSC is now a global benchmark in strategic management and performance management.<\/p>\n

<\/div>\n

The founders \u2013 Kaplan and Norton (Harvard Business School)<\/h3>\n

Kaplan and Norton demonstrated that 90% of strategies fail not because of how they are formulated, but because of poor execution.
\nTheir method bridges this gap with a strategic framework based on four perspectives:<\/p>\n

    \n
  • Stakeholders\/Finance<\/li>\n
  • Stakeholders\/Finance<\/li>\n
  • Internal processes<\/li>\n
  • Learning and development<\/li>\n<\/ul>\n
    <\/div>\n

    A widely adopted method, particularly in the public sector<\/h3>\n

    Over 70% of the world’s largest companies and many governments use the BSC. It has been successfully adapted to:<\/p>\n

    \n

    <\/p>\n

    \n
    Ensuring the achievement of results and the sustainability of benefits<\/div>\n
    Improve accountability and transparency<\/div>\n
    Strengthen inter-institutional coordination<\/div>\n
    Monitor public policies and development plans<\/div>\n<\/div>\n

    <\/p>\n

    \n
    Structure relationships with technical and financial partners<\/div>\n<\/div>\n<\/div>\n<\/div>\n <\/div>\n <\/div>\n <\/section>\n \n
    <\/section>\n
    \n
    \n
    \n

    Examples of government adoption<\/h3>\n
    \n\n\n\n\n\n
    \n
    \n

    <\/p>\n

    \n
    United-States<\/div>\n
    US Army<\/div>\n<\/div>\n<\/div>\n<\/td>\n
    		\n
    \n

    <\/p>\n

    \n
    Canada<\/div>\n
    Federal ministries<\/div>\n<\/div>\n<\/div>\n<\/td>\n<\/tr>\n
    \n
    \n

    <\/p>\n

    \n
    Rwanda<\/div>\n
    Ministry of Local Governance (Vision 2020)<\/div>\n<\/div>\n<\/div>\n<\/td>\n
    		\n
    \n

    <\/p>\n

    \n
    United Arab Emirates<\/div>\n
    Public Innovation Strategy<\/div>\n<\/div>\n<\/div>\n<\/td>\n<\/tr>\n
    \n
    \n

    <\/p>\n

    \n
    Morocco<\/div>\n
    Ministries of Finance, Interior, Justice<\/div>\n<\/div>\n<\/div>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n<\/div>\n <\/div>\n <\/div>\n <\/section>\n \n
    <\/section>\n
    \n
    \n
    \n

    An agile and adaptable approach<\/h3>\n

    The BSC adapts to the realities of developing countries:<\/p>\n

      \n
    • Gradual adoption through pilot projects<\/li>\n
    • Compatible with Results-Based Management (RBM)<\/li>\n
    • Rapid deployment (Excel, Power BI, etc.)<\/li>\n
    • Strengthens governance through strategic reviews<\/li>\n<\/ul>\n
      <\/div>\n

      Conclusion<\/h3>\n

      The Balanced Scorecard<\/em> is a common strategic language, a robust monitoring framework, a public transformation tool, and a results-oriented management philosophy.<\/p>\n

      “The Balanced Scorecard is not a reporting tool, it is a management and execution philosophy.”<\/strong><\/em><\/span> \u2013 R.S. Kaplan<\/p>\n<\/div>\n <\/div>\n <\/div>\n <\/section>\n \n

      <\/section>\n
      \n
      \n
      \n

      2. Strategic benefits of the method for the organisation<\/h2>\n

      Clear translation of national or sectoral strategy<\/h3>\n
        \n
      • Transformation of vision into measurable objectives via the BSC<\/li>\n
      • Clear prioritisation of public interventions<\/li>\n
      • Institutionalisation of a strategic management process (XPP)<\/li>\n
      • Continuous cycle of planning, execution, review, learning<\/li>\n
      • Integration of strategy into key management processes<\/li>\n
      • Improved performance management\n
          \n
        • \n
            \n
          • Monitoring of KPIs<\/li>\n
          • Data-driven decisions<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<\/div>\n <\/div>\n <\/div>\n <\/section>\n \n
            <\/section>\n
            \n
            \n
            \n
            \n

            <\/p>\n\n\n<\/p>\n
            \n

            Organisational and cultural benefits<\/h3>\n

            Strengthening internal capabilities<\/p>\n

              \n
            • Creation of a permanent strategic hub (Office of Strategy Management)<\/li>\n
            • Development of a culture of strategy<\/li>\n
            • Enhanced collaboration between departments<\/li>\n
            • Alignment of inter-institutional objectives<\/li>\n
            • Implementation of strategic governance<\/li>\n
            • Quarterly strategic reviews involving all stakeholders<\/li>\n<\/ul>\n<\/td>\n

              <\/p>\n

            		\n

            Benefits for cooperation and national impact<\/h3>\n

            Improved dialogue with partners\/stakeholders:<\/p>\n

              \n
            • Structured presentation of results<\/li>\n
            • Easier alignment with stakeholders<\/li>\n
            • Easier alignment with donors\/Ministry of Finance<\/li>\n<\/ul>\n

              Alignment of projects with national priorities:<\/p>\n

                \n
              • Effective management of the project portfolio<\/li>\n
              • Impact on government performance in managing reforms<\/li>\n
              • Improved consistency, accountability and resource mobilisation<\/li>\n<\/ul>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n<\/div>\n <\/div>\n <\/div>\n <\/section>\n \n
                <\/section>\n
                \n
                \n
                \n

                Systemic impacts<\/h3>\n\n\n\n\n\n\n\n\n\n\n\n
                Challenges<\/th>\nContributions of BSC\/XPP<\/th>\n<\/tr>\n<\/thead>\n
                Project fragmentation<\/td>\nMulti-stakeholder strategic alignment<\/td>\n<\/tr>\n
                Poor cross-sector coordination<\/td>\nCentralised governance and shared implementation (deconcentration)<\/td>\n<\/tr>\n
                Lack of reliable data<\/td>\nConsolidated dashboards<\/td>\n<\/tr>\n
                Volatility of plans<\/td>\nContinuity through a permanent strategic hub<\/td>\n<\/tr>\n
                Low impact of investments<\/td>\nMonitoring and evaluation of key initiatives with measurement (measurement method, targets, KPIs (key performance indicators), reporting standards, operational reviews and strategic reviews<\/td>\n<\/tr>\n
                Siloed execution of strategic initiatives, the main source of strategy\/reform failures<\/td>\nEstablishment of a Strategy Management Office equipped with:<\/p>\n
                  \n
                • Strategy governance system<\/li>\n
                • Strategy execution performance system<\/li>\n<\/ul>\n<\/td>\n<\/tr>\n
                Lack of a “reference framework” and common management standards<\/td>\nInstitutionalisation of an agile strategic steering process (XPP):<\/p>\n
                  \n
                • Continuous cycle of planning, execution, review, learning<\/li>\n
                • Integration of strategy into key management processes<\/li>\n
                • Smooth communication using common concepts and vocabulary<\/li>\n<\/ul>\n<\/td>\n<\/tr>\n<\/tbody>\n<\/table>\n<\/div>\n <\/div>\n <\/div>\n <\/section>\n \n
                  <\/section>\n
                  \n
                  \n
                  \n

                  Conclusion<\/h3>\n

                  Adopting the BSC method and the XPP process:<\/p>\n

                    \n
                  • Positions the organisation as a key player in public transformation\/reform<\/strong>\n
                      \n
                    • Provides a shared business vision for greater cohesion among strategic initiatives<\/li>\n
                    • Effective identification of strategic priorities<\/li>\n
                    • A single strategy with decentralised but coordinated execution<\/li>\n
                    • Effective collaboration to achieve common strategic objectives<\/li>\n<\/ul>\n<\/li>\n
                    • Strengthens<\/strong>\n
                        \n
                      • Performance<\/li>\n
                      • Coordination<\/li>\n
                      • The impact of national development policies and strategic initiatives<\/li>\n
                      • Organisational alignment and capacity building on national and sectoral development strategies<\/li>\n<\/ul>\n<\/li>\n
                      • Establishes a fundamental framework for <\/strong>\n
                          \n
                        • Strengthen Results-Based Management (RBM)<\/li>\n
                        • Develop a performance culture<\/li>\n
                        • Measurement-based accountability<\/li>\n
                        • Continuity of transformations and reforms (preservation of plans in the event of organisational changes)<\/li>\n<\/ul>\n<\/li>\n<\/ul>\n<\/div>\n <\/div>\n <\/div>\n <\/section>\n \n
                          <\/section>\n
                          \n
                          \n
                          \n
                          \n
                          \"Salahdine<\/div>\n
                          \n

                          An article by Salahdine Ourzik, MBA, PMP, BSC\/XPP, LMI<\/em><\/b><\/h4>\n

                          Strategic planning
                          \nOrganisational Change Management
                          \nLeadership Development
                          \nCorporate Performance System\n<\/p><\/div>\n<\/div>\n<\/div>\n <\/div>\n <\/div>\n <\/section>\n \n\n\n

                          <\/p>\n","protected":false},"excerpt":{"rendered":"","protected":false},"author":5,"featured_media":14275,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_relevanssi_hide_post":"","_relevanssi_hide_content":"","_relevanssi_pin_for_all":"","_relevanssi_pin_keywords":"","_relevanssi_unpin_keywords":"","_relevanssi_related_keywords":"","_relevanssi_related_include_ids":"","_relevanssi_related_exclude_ids":"","_relevanssi_related_no_append":"","_relevanssi_related_not_related":"","_relevanssi_related_posts":"13815,13868,13445,14146,9202,11703","_relevanssi_noindex_reason":"","footnotes":""},"categories":[57],"tags":[],"class_list":["post-14218","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-article-en"],"acf":[],"_links":{"self":[{"href":"https:\/\/www.setym.com\/en\/wp-json\/wp\/v2\/posts\/14218","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.setym.com\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.setym.com\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.setym.com\/en\/wp-json\/wp\/v2\/users\/5"}],"replies":[{"embeddable":true,"href":"https:\/\/www.setym.com\/en\/wp-json\/wp\/v2\/comments?post=14218"}],"version-history":[{"count":4,"href":"https:\/\/www.setym.com\/en\/wp-json\/wp\/v2\/posts\/14218\/revisions"}],"predecessor-version":[{"id":15493,"href":"https:\/\/www.setym.com\/en\/wp-json\/wp\/v2\/posts\/14218\/revisions\/15493"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.setym.com\/en\/wp-json\/wp\/v2\/media\/14275"}],"wp:attachment":[{"href":"https:\/\/www.setym.com\/en\/wp-json\/wp\/v2\/media?parent=14218"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.setym.com\/en\/wp-json\/wp\/v2\/categories?post=14218"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.setym.com\/en\/wp-json\/wp\/v2\/tags?post=14218"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}