A diversified engineering company operating across multiple sectors streamlined its strategy execution process with BSC Designer—moving beyond spreadsheets to a unified, cascaded performance system that reinforced governance, alignment, and evidence-based reporting.
Company At A Glance
A regional engineering firm operating across the GCC, delivering high-performance solutions in mechanical and energy systems—ranging from building services and thermal engineering to district-level infrastructure and industrial applications. The company leads projects through all stages of the engineering lifecycle, including concept design, detailed engineering, procurement, construction, testing, and commissioning. With a lean, technically skilled workforce, it continues to expand into new sectors such as utilities, industrial facilities, and real-estate developments.
Strategic Context
The company operates in a dynamic environment where technical excellence, reliability, and energy efficiency define competitive advantage. To sustain growth, leadership sought to align regional operations, enhance governance, and strengthen internal processes around performance measurement and accountability.
Key stakeholders include:
- Developers and property managers – Focused on reliable building systems and energy-efficient operations.
- Utility and energy providers – Partnering on district-level and infrastructure projects.
- Industrial operators – Seeking optimized thermal and mechanical systems.
- EPC contractors – Collaborating on large-scale engineering and project delivery.
- Public sector and regulators – Requiring compliance, transparency, and sustainability alignment.
The strategic focus included:
- Regional growth alignment – Harmonizing operations and reporting across GCC locations.
- Service diversification – Expanding capabilities in energy and mechanical systems.
- Operational efficiency – Improving delivery timelines and resource utilization.
- Professional management practices – Advancing ISO compliance, HR policies, and training systems.
- Governance and decision making – Embedding structured, data-driven strategy execution.
Challenges and Requirements for Change
Prior to adopting BSC Designer, the company relied heavily on spreadsheets for KPI tracking and performance reporting. This created disconnected data flows, limited auditability, and time-consuming consolidation processes between offices and departments. These operational inefficiencies made it difficult to align performance with strategic priorities.
“Our current tools give us data, but not insight. We need a clear view of how all departments contribute to the company’s overall performance.”
As the company matured, leadership outlined several requirements for change:
- Centralized performance framework – Replace fragmented spreadsheets with a single source of truth.
- Evidence-based performance reporting – Support governance, ISO audits, and board reviews with verifiable data.
- Multi-level visibility – Enable monthly data collection with quarterly and annual aggregation.
- Integrated financial performance data – Connect to QuickBooks and other systems to eliminate duplication.
- Cross-functional accountability – Define clear ownership and traceable performance updates.
BSC Designer Implementation
BSC Designer provided a structured environment tailored to the company’s strategy architecture. The implementation focused on governance, cascading, and evidence-based reporting, ensuring that performance measurement was both transparent and actionable.
One of the key requirements from the client was the ability to measure performance monthly while presenting consolidated quarterly results to the board—a process that BSC Designer automated through its data aggregation and reporting features.
- Strategy & KPI mapping – Existing objectives and indicators were imported and visualized on a strategy map with automated cause–effect links.
- Cascading structure – Regional and departmental scorecards rolled up automatically into a corporate-level dashboard.
- Governance and accountability – Ownership, approval workflows, data locks, and audit trails ensured reliability and traceability.
- Evidence framework – Enabled document uploads and verification directly within scorecards to support audit-ready performance reporting.
- Reporting cadence – Configured monthly data entry and quarterly aggregation for automated management and board reports.
- AI assistance – Provided contextual suggestions for refining targets and KPIs, with human validation before implementation; aligned with principles of AI governance.
How Strategy Was Cascaded Across The Organization
The scorecard hierarchy was structured to reflect the company’s real operational model, improving alignment and clarity of responsibility across all teams.
- Corporate Strategy – Integrated performance data from all regions and business units.
- Regional Offices – Maintained localized KPIs while aligning with corporate objectives.
- Business Units – Contracting, Trading, Services (operations, maintenance, audits), and Factory (production and assembly).
- Functions – Engineering, Procurement, Finance, Quality, and HR/Talent Development.
- Shared scorecards – Covered cross-functional domains such as Talent Management, Cybersecurity/IT, HSE, and Risk.
Cross-functional links aligned, for example, Quality supporting Engineering process improvement, and HR initiatives enhancing workforce capability and engagement.
KPIs Tracked
The KPIs combined strategic, financial, and technical measures relevant to the firm’s expertise in mechanical and energy systems, including building services, thermal engineering, and district-level infrastructure.
- New market revenue – Tracks growth in new geographic or service segments.
- System efficiency improvement rate (%) – Measures energy savings achieved through engineering solutions.
- Thermal loss reduction (%) – Evaluates performance improvements in thermal systems and energy transfer processes.
- Equipment reliability (MTBF) – Assesses uptime and dependability of installed systems.
- Commissioning success rate (%) – Reflects the percentage of projects approved upon first inspection.
- Energy audit completion rate – Tracks the percentage of planned audits executed per quarter.
- Project margin (%) – Monitors profitability at the project level.
- ISO certification progress – Tracks milestones toward achieving compliance goals.
- Customer satisfaction (%) – Aggregates feedback from regional and project-level surveys.
- HR policy implementation rate – Measures delivery of salary, bonus, and training policies on schedule.
“It’s not just about KPIs—we need evidence behind every result, so management and auditors can trust what they see.”
Early Outcomes from the New Performance System
Within the first reporting cycle, the company achieved a single, integrated view of its strategic performance.
- Corporate dashboards – Consolidated results automatically from all offices and business units.
- Automated reminders – Notified KPI owners about overdue updates and underperforming indicators.
- Audit transparency – Full data trails ensured reliability of performance reports.
- Evidence framework – Linked KPIs with verifiable documentation and attachments for validation.
- Standardized KPI structure – Multi-currency and consistent metrics replaced disparate Excel reports.
- Technical KPI visibility – Efficiency, reliability, and commissioning metrics became comparable across projects.
Next Steps
The organization plans to continue refining its strategy architecture by focusing on:
- Expanding evidence management – Embedding documentation standards across all functions.
- Integrating financial and project data – Automating data exchange with existing systems for real-time insights.
- Enhancing governance models – Strengthening audit and review procedures across business units.
- Improving cross-functional collaboration – Linking engineering, finance, and HR scorecards for shared accountability.
- Scaling performance culture – Extending scorecard use to additional departments and new regional offices.
The focus remains on strengthening strategic governance, cross-functional accountability, and continuous improvement through data-driven performance management.
How To Align Regional Operations With Corporate Strategy?
This section summarizes the core lessons from the case, focusing on how organizations with multiple offices or business units can stay strategically consistent while still allowing each region to adapt to local conditions.
- Establish a clear strategy architecture – Define corporate objectives first, then cascade them to regional and functional scorecards so every team sees how their performance connects to the overall direction.
- Standardize KPIs and evidence rules – Use shared KPI formulas, reporting cycles, and documentation requirements to ensure results are comparable and audit-ready across all locations.
- Automate data consolidation and aggregation – Collect performance updates monthly and roll them up into quarterly reviews without manual spreadsheet work.
- Reinforce accountability through ownership – Assign KPI owners, track update status, and maintain audit trails to ensure transparency and reliability of the data.
- Use BSC Designer to support ongoing alignment – The platform helps maintain cascading scorecards, structured reporting, and evidence-based reviews at scale.
BSC Designer is strategy execution software that enhances strategy formulation and execution through KPIs, strategy maps, and dashboards. Our proprietary strategy implementation system guides companies in practical application of strategic planning.