L'Institut supérieur de gestion L'ISG Inc.
Harvard University Global System
Groupe de gestion Harvard®

Offert en anglais seulement

2-Day Hands-on Workshop
Advanced Finance
Accountability, Good Governance & The Balanced Scorecard
for Decision Makers and Team Leaders
Practical Skills, Competencies and Cutting-Edge Tools

Ottawa-Gatineau Campus (Canada)

Located near the scenic Gatineau Park,
our campus is 15-minute drive from downtown Ottawa
and about an hour direct flight from LaGuardia Airport, New York.

Président Desjardins
R & D, Leader en Sciences et en technologie
(témoignages en anglais)
Nouveaux gestionnaires et chefs d'équipe en technologie, défense, petites entreprises et gouvernements
(témoignages en anglais)
Adjoints administratifs, secrétaires exécutifs et adjoints à la haute direction
(témoignages en anglais)
Workshop Objectives

The Balanced Scorecard (BSC) is a management process designed to help teams be accountable, focused, agile, innovative, productive and successful. By establishing and using key qualitative and quantitative performance indicators (KPI), the Scorecard is instrumental in clarifying goals, reconciling competing priorities, improving budgeting and resource allocation, tracking progress and assessing outcome and impact. The focus is on the few internal and external drivers of sustainable excellence and breakthrough performance.

The BSC process can translate an organization's strategic intentions into measurable targets, mobilize change, make strategy everyone's responsibility through measurable critical success factors and improve both behavior and performance. The Scorecard measures performance from four critical perspectives: financial, client/customer, internal operations and learning/growth.

The Scorecard approach can help an organization and all its business units achieve superior results, create excellent value for its stakeholders and demonstrate accountability and good governance. Its basic intent aims at turning mission and vision into clear goals and operational strategies, tracking progress early through leading indicators, encouraging internal communication and developing consensus and teamwork. Its benefit is a greater balance between: lagging indicators (financial reports) and leading indicators (customers enquiries, weather forecasts), quantitative and qualitative measures, and internal and external drivers of performance.

The specific objectives of this workshop are to help you:

  • Build the skills to improve your performance with a BSC approach customized to your planning, implementation and day-to-day operational needs;
  • Integrate the Balanced Scorecard process within your working environment;
  • Identify lead performance drivers that are meaningful to your organization;
  • Link operational objectives and targets to mission, priorities and strategic objectives;
  • Maintain a strategic and operational focus on the details that count;
  • Use the BSC as a strategic management tool, one that can influence your day-to-day management decisions and serve as a powerful motivational tool.


We believe learning occurs most readily when quickly applied to real-life situations. In order to give you a head start on using the Scorecard, you will receive a short pre-reading document following your registration. If appropriate, bring non-classified examples of the types of qualitative and quantitative measures used by your organization to assess performance (progress, outcomes, impact) of operational objectives, on-going activities, projects, pilot experiments and policies.

Detailed Outline - 2 Days - 2 CEU
1. Features of Accoutability and the Balanced Scorecard
  • What is the Balanced Scorecard (BSC)?
  • Concepts, terminology,
  • Why does your team need a BSC?
  • How can the BSC benefit your team and organization?
  • Where does the "balance" come from?
2. How to Make BSC Useful to Everyone in Your Team
  • How to use the BSC for validating and implementing goals and strategies
  • Conceptual framework of the value-chain analysis
  • How first-line managers can effectively work with the Scorecard
  • How to succeed with the BSC
  • The caveats of the Balanced Scorecard
3. The Prerequisites of the BSC: From the Vision to Measurable Initiatives
  • Vision
  • Mission
  • Value goals
  • Strategic objectives
  • Tactical objectives
  • Operational objectives
4. Performance Measures and the BSC Process
Corporate level
  • Identifying the performance indicators and standards Organizational unit level
  • Roles and mission
  • Critical success factors
  • Performance indicators
  • Benchmarks and performance standards
    • Effectiveness for client satisfaction
    • Productivity, and efficiency, for internal operations
  • Operational objectives using BSC to gauge
    • On-going activities
    • Projects
  • Linking the BSC to a performance-incentive program for both, individuals and teams
5. What Are the BSC Measures: The Four Perspectives
  • Financial perspective:
    How should an organization appear to its stakeholders?
    • Financial statement ratios (ROA, ROS, sales revenue, costs)
    • Economic value added (EVA)
    • Return on assets using the Du Pont system and the key financial ratios
    • Sustainable growth indicator to determine how fast an organization should grow
    • Health score to determine which components of the organization need to be adjusted
  • Customer perspective: How should an organization appear to its customers and in the marketplace?
    • Compliance with customer requirements
    • Response time
    • Trust
    • Value added
  • Internal process perspective: What business process should an organization excel in?
    • Types of resources and costs
    • Resource utilization (economy)
    • Productivity, work measurement (efficiency)
    • Project completion
    • Workload drivers
  • Learning and growth perspective: How should an organization sustain its ability to change and improve?
    • Corporate culture
    • Employee attitude
    • Self-improvement through training and
    • Communication
    • Teamwork
6. Documenting the BSC Measures
  • Quantitative and qualitative data
  • Focus groups
  • Sampling
  • Information technology (I/T)
  • Surveys
  • Workshops
7. The Control Process
  • Types of controls
  • Gauging the fundamentals of the BSC
  • The dashboard framework: how to customize it
8. Scorecard Implementation: The Complete Roadmap
  • How to overcome the risks and barriers to implementation
  • Lessons from the best-practicing organizations
  • Action plan, leadership, time line and resource requirements
9. Case Studies
  • Throughout the workshop, participants will learn how to apply the BSC by analyzing and evaluating itsuse by organizations in a variety of activities.
  Seminar Leader: Professor Pierre G. Bergeron

Professor Bergeron is an award-winning author on finance who has made an immensely valuable contribution to the advancement of management best practices, accountability and good governance. He was Director of Corporate Finance at Domtar, and led market analysis and capital project evaluation at Imperial Oil. He also was a senior executive in several departments of the Federal Government prior to pursuing a distinguished career as a professor of management and associate dean at the University of Ottawa.

Prof. Bergeron has written extensively on finance, planning, budgeting, and capital budgeting for professional journals including CA magazine, CMA Magazine, CGA Magazine, Banker and ICB Review, the Financial Post, and Optimum. He is the author of eight books including Finance for Non-Financial Managers; Survivor's Guide to Finance; Modern Management in Canada; Gestion dynamique: concepts, méthodes et applications; Planification, budgétisation et gestion par objectifs; and Capital Expenditure Planning for Growth and Profit. He is the recipient of the Walter J. MacDonald award for his series of articles on capital budgeting decisions, which appeared in the CA magazine. He has assisted Industry Canada in designing a Web-based program to help entrepreneurs raise risk funds from venture capital markets. He also participated in producing The ABCs of Financial Performance Measures and Benchmarks for Canada's Tourism Sector and Finding Funding for the Canadian Tourism Commission. He also collaborated in the production of a series of videos on finance. He created financial-planning framework to help managers gauge the impact of business strategies, plans and budgets on financial statements, and to make business decisions using cutting-edge yardsticks for time-value-of-money investment.

In finance, Professor Bergeron uses examples that are pertinent to participants from both small and large compagnies, government agencies and non-profit associations. Clients who sent participants to Professor Bergeron's finance seminar include Alberta Natural Gas, Alcan Building Products, Atomic Energy of Canada, Best Foods, Burroughs Welcome, Chevron, Dow Chemicals, Hawker Siddeley, H.J. Heinz, Helen Curtis, Herman Miller, Hiram Walker & Sons, Keg Restaurants, Kellogg, Kimberley Clark, Lever Bros., MacMillan Bloedel, Nestlé Rowntree, Petro-Canada, Robin Hood Multifoods, West Coast Drugs and a host of federal, state and provincial government agencies.

Mr. Bergeron is a graduate of the University of Ottawa and the University of Western Ontario.

Books and Hand-outs of Exceptional Value

The list is currently in preparation.

Duration, Locations, Fees and CEU Value
  • Duration: 2 days 8:30 a.m. to 4:30 p.m.
  • Value in Continuing Education Units: 2 CEU
  • Locations:
    • Canada: PDI Conference Center in Ottawa-Gatineau National Capital area. Free parking. Note: Our Ottawa-Gatineau campus is located about an hour direct flight from LaGuardia Airport (New York). Directions available at www.executive.org/directions
    • Call us for U.S. locations in Cambridge (MA) and New York (NY).
  • Tuition Fees:
    • Fees include hand-outs, road maps and course materials of exceptional value, a daily continental breakfast, a light luncheon plus hot and soft drinks twice a day.
    • Regular fees: $1095 per participant, Government: $1045. Add taxes for non tax-exempted participants.
    • Groups of three or more delegates: $995 per participant. Add taxes for non tax-exempted participants.
Hotel Accommodation for Out-of-Town Participants

For overnight accommodation, several hotels are located within 10 to 20-minute drive including Hilton, Ramada Inn, Westin, Fairmont Chateau Laurier, Marriott, Sheraton, Delta, Holiday Inn, Days Inn, Best Western, Cartier Place Suite Hotel, Lord Elgin Hotel, and Minto Place Suite Hotel. Click here for detailed information about hotels.

Registration and Cancellation Procedures

How to Register: Please register by phone or fax and pay in advance by cheque or credit card.
Send your cheque payable to: The Professional Development Institute PDI Inc.
Fees include hand-outs, road maps and course materials of exceptional value (see above), a daily continental breakfast, light luncheon plus hot and soft drinks during the morning and afternoon pauses, but exclude hotel accommodation (if required).

Cancellation Policy: Participants registering as a group must send substitutes in lieu of cancelling. For other clients, cancellations are accepted if made at least 10 working days prior to the course, and are subject to a $100 service charge per person. Full fees are payable by anyone who fails to attend or cancels less than 10 working days prior to the session. One substitution or transfer to a later course of the same duration is allowed.

Register Now
Personal Comfort, Dress Code and Photo Session

The dress code is business casual at your discretion. Trust your judgment. When unsure, err on the side of caution. If overdressed, you can remove a tie or a jacket and roll up your sleeves. Members of the Canadian Forces and the U.S. defense community can, at their discretion, either dress casually or keep the uniform.

You will be reminded the first day to dress the way you feel most comfortable for a photo session the next morning.

Although every effort will be made to ensure a pleasant learning environment including a suitable temperature, we recommend you bring a sweater or a jacket to the classroom as individual comfort zones differ and sudden variations in the weather can temporarily affect air conditioning.

Also please kindly refrain from using strong fragrances during the session in order to accommodate your fellow participants who suffer from asthma.

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