A Mexican payroll financing company began implementing a company-wide Balanced Scorecard to connect budgets, internal processes, customer objectives, and workforce performance within a shared strategy execution system.
Balanced Scorecard Implementation at GB PLUS: Key Facts
Before
Departments prepared information on demand using Excel and PowerPoint, without a unified view of company performance.
Planned System
Management planned to use a company-wide Balanced Scorecard with internally developed KPIs and links to operational data sources.
Company Profile: Payroll Discount Financing in Mexico
GB PLUS, S.A. DE C.V. is a Mexican company operating in the payroll discount financing industry.
The company provides cash loans, electronics, and financing for business start-ups to unionized employees working for federal and state government organizations in Mexico. Payments are collected through deductions from customers’ payroll.
A large share of the workforce consists of field sales employees. Warehouses and other operating departments support the company’s lending and sales activities.
Major Challenge: Slow and Unreliable Management Reporting
Before the implementation, each department prepared business information on demand. This created several reporting problems:
- Slow preparation. Managers had to wait for departments to assemble the required information.
- Inconsistent accuracy. Reports could be imprecise or based on different departmental practices.
- Outdated information. Data was not always available when decisions had to be made.
- Disconnected reporting. Excel and PowerPoint did not provide a shared view of performance.
Management wanted investors, directors, managers, and employees to have a visual view of company performance linked to the underlying information sources.
Implementation Leadership and Support
A quality team coach was responsible for implementing the Balanced Scorecard with BSC Designer.
A dedicated internal team translated business goals into measurable indicators. External advisors provided an outside perspective, while the internal IT department supported software development and technical setup. Selected technical tasks were outsourced when needed.
Company-Wide Rollout Starting with Top Management
GB PLUS chose to implement the Balanced Scorecard at the company level rather than begin with one department.
The rollout started with the CEO and top management and was intended to move downward through the organization.
The operating model relied on information supplied by different parts of the business:
- Field sales employees provided information about customers, market conditions, and operational issues.
- Warehouses and operating departments supplied information about internal activities.
- Software systems processed the information before it entered the Balanced Scorecard environment.
Focusing Strategy on Root Problems
GB PLUS reported that the Balanced Scorecard concept and BSC Designer were helping the company move beyond routine activity and focus on material business issues.
The company wanted to formalize strategy around current operations and identify the root causes of performance problems. The Balanced Scorecard was intended to become part of everyday management so employees could understand how their work contributed to strategic objectives.
Connecting the Balanced Scorecard to Budgets and Accounting
One of the principal objectives was to connect the Balanced Scorecard with the accounting department to support budget control and follow-up.
By linking strategic indicators with financial information, management expected to assess whether resources and business activities were contributing to company objectives.
Measuring Internal Processes and Customer Satisfaction
Another objective was to evaluate the effectiveness of internal processes and determine how they contributed to customer satisfaction.
The company planned to use cause-and-effect relationships to connect improvements in operations and employee capabilities with customer and financial outcomes.
Areas in focus included:
- Internal processes
- Employee skills and working methods
- Coordination between departments
- Responses to customer needs
GB PLUS viewed customer satisfaction and loyalty as contributors to sales growth and stronger financial performance.
Measuring Training, Compensation, and Sales Performance
GB PLUS planned to use BSC Designer to measure human resource management, training activities, and the effectiveness of its compensation system.
This was particularly relevant because sales employees received commissions. Their performance had to be monitored to calculate bonuses and evaluate whether incentive policies supported the company’s objectives.
The planned measures covered:
- Training and employee development
- Compensation and incentive policies
- Sales performance and commission calculations
- Organizational development and personnel effectiveness
Developing the Strategy Map and Company-Specific KPIs
At the time of the case study, GB PLUS was close to completing its strategy map.
The company developed its own indicators rather than importing a standard KPI set. This allowed the measures to reflect its specific strategy, processes, customers, and management requirements.
BSC Designer was selected to track these indicators and connect financial, customer, internal process, and learning objectives within the strategy map.
Integration with Accounting and Credit Evaluation Systems
GB PLUS planned to connect the Balanced Scorecard to its existing:
- Accounting software
- Credit evaluation application
- SQL-based data infrastructure
These systems were expected to supply data to the Balanced Scorecard. Because the project was still in the setup phase, the company had not yet determined all technical requirements.
Implementation Timeline
GB PLUS established a two-stage implementation timeline:
- 90-day pilot period. The initial period was allocated to testing the Balanced Scorecard approach and configuring the system.
- 60 days for data integration and publication. The next stage was intended to connect information sources and publish Balanced Scorecard data through the company’s web-based environment.
The original case study documented an implementation in progress, before measurable business outcomes were available.
Practical Lesson from the GB PLUS Implementation
The case shows the importance of defining company-specific indicators before technical integration begins. A strategy map and clear KPI structure give the implementation team a stable management model to connect with accounting, credit, sales, and human resource data.
What Users of BSC Designer Say
See how organizations in the financial sector describe their experience with the BSC Designer platform:
AGUSTIN GARCÍA (The director of planning and control, CAJA RURAL) - Spain — Finance
Magdalena T. (Accountant) - Uruguay — Finance
Imad Jomaa (General Manager, Pillar Total Solutions, Beirut) - Middle East — Finance
Ricardo Zea Grayeb (CFG SAPI DE CV, Xalapa) - Mexico — Finance
Narendra R. (Satin Creditcare) - India — Finance | Verified by G2
Wilfredo Taveras (Budget Manager, Ferreteria Ochoa) - Dominican Republic — Finance
Nezha (Financial Manager, CD) - Morocco — Finance
Mizimo (Credit Manager, Zambia-based financial organization) - Zambia — Finance
Elnur Hasan (CFO, Bank Respublika) - Azerbaijan — Finance
Test Strategy and KPI Tracking with a Pilot
Share your strategic plan or Excel scorecard with the BSC Designer team to explore how executives and strategy teams can move from manually prepared reports to a connected strategy execution system for strategy and KPI tracking.
Use a focused pilot to validate the scorecard structure, reporting process, and data connections before a broader company-wide rollout.
BSC Designer is strategy execution software with the Balanced Scorecard at its core. It helps organizations turn strategic plans into a connected strategy architecture by aligning objectives, KPIs, initiatives, risks, and strategy maps in one place. Our strategy implementation system explains how to put strategy into practice, and the strategy execution workshop template helps teams apply it in internal strategy sessions.