A few weeks ago, I taught an introductory Balanced Scorecard (BSC) course to a group of individuals from small nonprofits at Washington, DC’s, Center for Nonprofit Advancement.  As part of the class, I walk through a case study of a nonprofit that successfully implemented the BSC and I stop along the way and give participants exercises to work on so they get a feel for developing a strategy map and scorecard.

Well, I had just gone over the strategy map and asked the students to take some time to develop their own “quick and dirty” strategy map.  The idea was to get them thinking about the limited number of strategic objectives for their organizations over the next three to five years.