When John Clifton joined the Port of Brisbane Corporation in 2004, they were looking for a solution that would enable employees at all levels to monitor – and improve – business performance. “We wanted to create a performance improvement culture throughout the organisation so implementing a Balanced Scorecard solution was my top priority.”
Needed a solution for all levels of the organisation to monitor and improve business performance
Bistech architected Balanced Scorecard solution
Greater accountability and better visibility of Key Performance Indicators across the organisation
A key challenge, given that a Balanced Scorecard is a business-driven process, was the definition of key metrics prior to the implementation. These ranged from corporate level metrics sourced from the Statement of Corporate Intent (SCI) – which underpins the five-year Corporate Plan – to divisional level metrics measuring day-to-day activities.
Port of Brisbane Corporation engaged the Performance Management experts at Bistech to develop and implement the Scorecard solution. Bistech’s deep understanding of the Ports business, developed through a long-term working relationship, resulted in the delivery of a ship-shape solution in just 10 weeks.
The refined definitions of performance measures, accountability, strategic groupings, critical success factors and data collection methods were then translated into scorecards, metrics, targets, tolerances, groupings and ownerships.
The biggest challenge in performance management, however, lies in managing cultural change. Because the Balanced Scorecard solution results in greater accountability for employees and greater visibility across the organisation, its structure must reflect key corporate objectives and present realistic targets which promote continuous improvement. As the Port of Brisbane continues to grow, the measurement and management of Key Performance Indicators will be pivotal to future success. In order to meet – and exceed – corporate targets, divisional and corporate managers must be able to monitor performance and adjust day-to-day operations.
Thanks to the Balanced Scorecard solution, both results and targets are more transparent and less vulnerable to misinterpretation. Metric owners, general managers, and the CEO are now able to directly access performance data in real-time, without having to wait for quarterly reports or make requests to a management accountant.
A happy Clifton surmises that “Our CFO was the key stakeholder in the process and he described the final solution as simply brilliant.”