Gavin Lawrie

London Business School, FT MBA, Alumnus

Queen Mary, University of London, Engineering, Alumnus

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Gavin is an expert concerning strategy implementation, strategic performance Management and the Balanced Scorecard.

He has led of projects in these fields for major organisations around the globe across many sectors, and worked on the development of Balanced Scorecard 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 Queen Mary College, University of London. He is a member of the Chartered Institute of Marketing, The Institution of Mechanical Engineers, and the Strategic Planning Society.

Gavin is an acclaimed management consultant and speaker at conferences and seminars on issues surrounding the development and implementation of strategic Performance Management systems and Balanced Scorecards.
Phone: +44 1628 421506
Address: 1 Bell Street
Maidenhead
Berkshire, UK
SL6 1BU

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Naim Kapucu

University of Central Florida

David Seamon

Kansas State University

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Ursinus College

Maurizio Carta

Università degli Studi di Palermo

Emrah Bulut

Yildiz Technical University

Revista Ingenieria Industrial

Universidad del Bio-bio

Amir Mosavi

German Research Center for Artificial Intelligence

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Papers by Gavin Lawrie

The Balanced Scorecard vs. the EFQM Business Excellence Model

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Performance Measurement and Management Practices in the Saudi Arabian Public Sector

This paper presents the initial findings from currently ongoing survey of performance measurement... more This paper presents the initial findings from currently ongoing survey of performance measurement and management practice in the Saudi Arabian public sector. The survey forms part of a wider experimental study seeking to test and validate a proposed standardised approach to the measurement of some aspects of the performance of public agencies: the aim of the wider study being to provide a methodological foundation for the broad scale monitoring of agency productivity within the Saudi Arabian public sector. The intention of the monitoring being to recognise and / or encourage improvements in agency productivity and effectiveness.

Balanced Scorecard implementation in SMEs: reflection in literature and practice 2GC Conference Paper

Recent research has indicated that the degree of strategic planning in organisations is likely to... more Recent research has indicated that the degree of strategic planning in organisations is likely to have a direct impact on business performance and business evaluation. However, these findings leave small and medium-sized businesses (SMEs) in particular, with the challenge of matching the requirement for an improved strategic planning processes with the competitive advantage associated with being a "simple" and highly responsive organisation. In response to that challenge this paper discusses the potential benefits to SMEs in adopting the Balanced Scorecard methodology and the underlying management processes most relevant to SMEs. It also makes observations about how use and value may differ between Balanced Scorecard application in large and smaller enterprises.

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Effective quality management through third‐generation balanced scorecard

International Journal of Productivity and Performance Management, Oct 1, 2004

Quality initiatives in the West have produced limited long‐term success compared with equivalent ... more Quality initiatives in the West have produced limited long‐term success compared with equivalent initiatives in Japan. Some claim that this is due to the absence of explicit links between strategy and operational initiatives. The paper aims to tests this claim and suggests an approach that better supports quality management initiatives. The paper is based on a combination of literature review and case studies. It supports the assumption that an explicit link between strategy and operational initiatives is a critical success factor in deriving long‐term benefits from quality initiatives. It is an equally important feature of best practice performance management system design and the paper finds that quality management initiatives can be implemented more successfully, when associated with a robust corporate performance management approach based on modern strategic control principles. The paper demonstrates how the latest evolution of balanced scorecard – third‐generation balanced scorecard – adheres to such control principles and illustrates how it supports effective application of a number of popular quality management tools. The limited success of quality initiatives, along with the continued popularity of some of these tools, suggests that any approach, which effectively helps decrease the risk of failure, would carry significant value.

Corporate performance management system in a devolved UK governmental organisation

International Journal of Productivity and Performance Management, Jun 1, 2004

This paper is a case study exploring the design of a new corporate performance management (CPM) s... more This paper is a case study exploring the design of a new corporate performance management (CPM) system for a UK government agency. The UK Environment Agency employs 11,000 staff in more than 40 discrete management units (comprising hierarchical, geographic and functional divisions). It is pursuing a strongly devolved approach to the development of strategic and operational plans. This paper describes work done by the agency to introduce a novel corporate management system based on best practice third‐generation balanced scorecard processes. The case describes how this system was deployed at the corporate level and then within directorate, regional and area level units. The work in total involved the design and implementation of 44 balanced scorecards across the organisation. Within this framework, the new CPM system was positioned as the key mechanism of control for the entire organisation. The CPM is, however, taking different forms across the organisation, reflecting the differences in balance between management and strategic control priorities faced by different management groups. This paper explores the reasons the agency undertook the redesign of the CPM system, and looks at the design approach used to develop a system of control compatible with the needs of the organisation&#39;s devolved business units. The paper reports that the experience to date has been positive, and concludes with recommendations on future areas of research and ways to approach the issue of measure selection and use within complex devolved organisations.

Third‐generation balanced scorecard: evolution of an effective strategic control tool

International Journal of Productivity and Performance Management, Oct 1, 2004

The balanced scorecard is a performance management framework that became popular during the early... more The balanced scorecard is a performance management framework that became popular during the early 1990s. This paper describes changes to the definition of the framework that have occurred since then, recognising within these changes three distinct generations of balanced scorecard design. The paper relates these developments to literature concerning strategic management within organisations, observing that the changes made have improved the utility of the balanced scorecard as a strategic management tool. The paper concludes that the changes illustrate the importance of ideas of information symmetry in the understanding of strategic control processes within organisations. Suggestions of topics for further research are also made.

Balanced Scorecard and Results- Based Management

is paper compares and contrasts two of the most widely adopted Performance Management (PM) frame... more is paper compares and contrasts two of the most widely adopted Performance Management (PM) frameworks-Balanced Scorecard and Results-Based Management. It reviews the two frameworks' independent origins and separate evolutionary paths, and examines the resulting differences in practical application. Two case studies are presented, one examining Results-Based Management implementation within a global UN agency, the other describing work to build a 3rd Generation Balanced Scorecard within a Middle Eastern government ministry. e authors propose that the two frameworks are converging in terms of the approaches used for framework design and implementation.

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Classification of Balanced Scorecards based on their intended use

... argued that measures for this type of control system should be selected to represent an organ... more ... argued that measures for this type of control system should be selected to represent an organisation's 'desired outcomes' (Anthony, 1965, Kaplan ... because they find that the implicit desired outcome does not match their own 'explicit' views about the future (Cobbold, 2001; Lawrie ...

The development of the Balanced Scorecard as a strategic management

Objectives: To develop a goal-oriented indicator system based on the balanced scorecard (BSC) con... more Objectives: To develop a goal-oriented indicator system based on the balanced scorecard (BSC) concept, which takes into account the perspectives of the referring physician and patient and emphasizes the focus on the internal processes of the radiology department. Methods: Development of a BSC occurred in six steps: (Step 1) strengths/weaknesses and opportunities/risks (SWOT-) analysis of the radiology department, (Step 2) setting-specific objectives (model, core values, key objective) followed by the development of 4 perspectives, (Step 3) and definition of strategic issues oriented to the value-added chain of the processes of the radiology department. (Step 4) Creation of a "Strategy Map" with regard to the perspective and their cause-effect relationships. (Step 5) Development of an automated key performance indicator (KPI) cockpit for the monitoring, reporting, and management scorecard. Results: A total of 10 success factors were identified using SWOT analysis. The core values include high quality in clinical, teaching, and research areas. The radiological value-added chain is composed of three processing steps. 1. registration, 2. examination, and 3. reading/X-ray demonstration. Three action programs were derived: 1. increase competency (e.g., specialist standard), 2. improve referring physician/patient satisfaction, 3. increase productivity. Daily process monitoring was added to the management cockpit as a monitoring scorecard. The scorecard comprises 18 KPIs and is automatically updated every month. The annual management scorecard comprises 10 KPIs. Conclusions: The BSC makes it possible to implement a strategy for radiology that is strongly oriented toward the requirements of the referring physicians and the demands of patients.

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Integrating Risk Management with existing methods of Strategic Control: Avoiding duplication within the Corporate Governance agenda

is paper considers the overlap between recent discussions relating to Risk Management and the wi... more is paper considers the overlap between recent discussions relating to Risk Management and the wider literature relating to Corporate Governance, particularly as it applies to issues of strategic control. e paper observes that corporate performance management methodologies are now in widespread use by both private and public sector organisations, and that these form a key part of the tools used by Management Boards to affect strategic control. It also observes that recent interest in risk management has lead to the creation of risk management tools / methods that typically have been developed in parallel to existing performance management systems.  e paper notes that performance management systems intended for use at Board level already have much in common, both in design and usage, with proposals for best practice Risk Management processes suggesting that the use of two distinct systems is not optimal. Drawing on existing performance and risk management literature, and on the case based experiences of public sector organisations in Australia and Europe we propose an alternative to the development of parallel control systems.  e proposed integrates distinct design processes for each of the two systems, and supports their subsequent integration for ongoing usage. We suggest that this approach will deliver significant efficiency benefits to senior managers, while retaining the effectiveness of separate systems.

Enabling Quality Management: How Strategic Context is Needed to Drive Effective Application

Page 1. Enabling Quality Management: How Strategic Context is Needed to Drive Effective Applicati... more

The Balanced Scorecard vs. the EFQM Business Excellence Model

In this paper we have summarised our investigation by focusing on differences in how the measures... more In this paper we have summarised our investigation by focusing on differences in how the measures reported by each tool are selected (the design process), and how the tool can be subsequently integrated into the management processes of an organisation (the management process). The EFQM Business Excellence Model What is it? A framework designed to assist organisations achieve business excellence through continuous improvement in the management and deployment of processes to engender wider use of best practice activities. It enables the calculation of scores against a number of criteria that can be used for either internal or external "benchmark" comparisons. It is hoped that the results of these relative comparisons will lead to increased focus on improving key process performance, and so generate "business excellence". Typical Applications Driving continuous improvements in processes within an organisation Providing information on external "benchmark" levels of performance of key processes Provision of "best practice" checklists for use within Business Planning and Review activities Typical Outputs (Documents)

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References: This document contains references to 32 other documents Citations: This document has ... more

The Balanced Scorecard and the Business Excellence Model

The Balanced Scorecard and the European Foundation for Quality Management (EFQM) Business Excelle... more The Balanced Scorecard and the European Foundation for Quality Management (EFQM) Business Excellence Model are tools that use measures of an organisation’s performance to drive organisational improvement – generally by highlighting current shortfalls in performance – in areas of particular concern / or interest – to management teams. Both have been widely adopted in recent years and benefit from the support of powerful advocates in the form of current users, consultants, and software suppliers. The purpose of this paper is to compare the two tools. We show that despite superficial similarities, the two approaches come from very different backgrounds and are designed and used using different processes. We also show how the different approaches have a fundamentally different epistemological basis and in turn, how this suggests a contingency, which should inform decisions about the choice of either approach.

A Process for Developing Strategically Relevant Measures of Intellectual Capital

Intellectual capital measures must have relevance to the organisation to which they relate, such ... more Intellectual capital measures must have relevance to the organisation to which they relate, such relevance being obtained through linking intellectual capital measures to strategy. Literature on intellectual capital frequently advocates the route to strategic linkage through the use of taxonomies, however such taxonomies can lead to the selection of generic measures that may lack local relevance. This paper describes a process for the selection of relevant measures of intellectual capital. A key attribute of the process is its provision of an explicit method to link strategy to measure selection.

Development of the 3 rd Generation Balanced Scorecard Evolution of the Balanced Scorecard into an effective strategic performance management tool

by Chen Fui Lam and Gavin Lawrie

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Enabling Quality Management: How Strategic Context is Needed to Drive Effective Application

Page 1. Enabling Quality Management: How Strategic Context is Needed to Drive Effective Applicati... more

Intellectual capital

Balanced Scorecard implementation in SMEs

the work subject to the following conditions: Attribution. You must give the original author cred... more the work subject to the following conditions: Attribution. You must give the original author credit. Non-commercial. You may not use this work for commercial purposes. No Derivative Works. You may not alter, transform, or build upon this work. For any reuse or distribution, you must make clear to others the license terms of this work. Any of these conditions can be waived if you get permission from the copyright holder. More information on this license from