A diversified, multi-sector group standardized strategy execution, clarified KPI ownership, and accelerated reporting across nine companies and ten corporate functions using BSC Designer.
Key Facts About Multi-Company Strategy Implementation
The group needed a clearer way to coordinate strategy and KPI tracking across several companies and corporate functions.
Before. Strategy reviews relied on a legacy tool and scattered spreadsheets, making KPI ownership and reporting inconsistent across companies.
After. A unified strategy system standardized scorecards, clarified KPI ownership, and enabled consistent reporting and dashboards across the group.
The implementation introduced a structured framework for managing strategy and KPI data across the organization.
- 9 companies aligned. Strategy execution and KPI tracking standardized across the group’s operating companies.
- 10+ corporate functions involved. Functional teams such as finance, HR, IT, and PMO participated in the reporting framework.
- 20+ scorecards managed. Corporate, sector, and functional scorecards used to monitor objectives and KPIs.
- 6 years of KPI history migrated. Historical data imported to maintain trends and baselines for analysis.
- 3 user roles defined. Power users, data input users, and view-only users structured access and responsibilities.
Group Profile and Operating Scope
This case involves a large, privately held conglomerate headquartered in Saudi Arabia, operating across mobility and transportation, financial services, real estate, energy and environmental services, engineering and manufacturing, consumer products, advertising and media, and health sectors. The group employs more than 11,000 people across 30+ countries, with a corporate center overseeing a “diversified sector” comprised of 9 operating companies.
Stakeholders
Key internal and external actors who shaped the implementation.
- Board & Executive Committee – Oversight of strategic alignment and performance cadence.
- Corporate Strategy & PMO – Governance, cascading, portfolio/initiative tracking, and monthly reviews.
- Finance (ERP Team) – Responsible for providing a single source of truth for financial metrics, including P&L, balance sheet, cash flow, and year-to-date KPIs.
- Business Unit Leadership – Accountability for revenue growth, margin expansion, and operational KPIs by sector.
- IT & Data – Managing integrations, ensuring data security, and overseeing identity and access.
- Risk & Compliance – Ensuring evidence trails, control KPIs, and adherence to policies.
- People Operations – Managing the participation model (owners vs. contributors), conducting training, and overseeing change management.
The Challenge of Aligning Nine Companies
What the organization needed to change and why it mattered at group scale.
- Fragmented Execution – A legacy BEC tool handled reviews but lacked flexibility and customization for different audiences.
- Scale & Governance – 9 companies, 10+ functions, and 20+ scorecards required clear ownership, permissions, and a repeatable review rhythm.
- History Migration – 6 years of KPI history had to be preserved to maintain baselines and trend continuity.
- Dual Targets – Business needed both “Budget” and “Stretch” targets, with visible progress against each.
- Stakeholder Value Quantification – The organization needed to quantify value created for each stakeholder group and align their aspirations with specific parts of the strategy.
Gaps in Performance Measurement and Reporting
Specific capability gaps and technical asks that guided the configuration:
- Data Flow – Reduce reliance on spreadsheets; prepare for assisted integrations with ERP and PMO systems.
- YTD & Profiles – Executives requested year-to-date, quarterly, and custom views with column profiles tailored to audience needs.
- AI Expectations – Leadership envisioned AI-driven insights for more intuitive, real-time decision support.
- Evidence & Audit – Initiative-level documents, owners, and check-ins needed to be captured alongside KPIs.
That’s how the client formulated their main needs:
“Enhance our strategic alignment: Bridge the gap between planning and execution by ensuring everyone is working towards the same goals while improving KPI tracking and visibility across all functions.”
The BSC Designer team interpreted this as a strategic directive to strengthen performance governance, standardize planning frameworks, and enable frictionless monthly and quarterly review cycles. The solution emphasized live dashboards, quarterly and YTD views, and disciplined data ownership with auditability.
Implementation With BSC Designer
How the platform was configured to fit the customer’s operating model.
- Strategy Model Setup – Mission, vision, and stakeholder expectations captured; Office of Strategy Management formalized as the governance anchor.
- Scorecard Templates – CEO and functional templates adapted; perspective-based views standardized; column profiles created for “Budget Review,” “Updates,” and “Revenue Focus.”
- Dual Target Views – Implemented using BSC Designer’s native functionality to handle two measurement scales: one defined on a “min-to-max” scale to calculate performance, and another on a “baseline-to-target” scale to calculate progress.
- Role Design – Power Users (design & governance), Data Input Users (update KPI values only), and View-Only Users (scale access) mapped to corporate center, sectors, and BUs.
- YTD & Time Controls – Calendar settings enabled month-by-month entries, YTD snapshots, quarterly analysis, and historic trend tracking.
- Initiatives & Evidence – Each objective/KPI linked to initiatives with owners, timelines, budgets (multi-currency), custom fields, and attached documents or evidence.
- Dashboards – Executive dashboards assembled with progress/performance widgets; ability to include relevant graphics or external content.
Cascading and Organizational Fit
How alignment was achieved across a multi-company structure.
- Corporate Center Scorecard – Group-level objectives managed under perspectives such as Financial, Customer/Market, Internal Processes, and Learning & Growth.
- Sector Scorecard – Each sector maintained its own KPIs aligned with corporate goals, ensuring consistent performance visibility across business units.
- Functional Scorecard – Functions like Finance, PMO, IT, HR, and Risk maintained operational scorecards supporting both corporate and sector-level objectives.
- Alignment Links – BU KPIs contributed to sector objectives, and sectors rolled up to corporate objectives using data-linked alignment so progress aggregated accurately.
Data Architecture and System Integrations
What connected the system and ensured trustworthy numbers.
- Fast Start With Excel Import – 6 years of KPI history loaded via import wizard (column mapping, period alignment) for immediate trend analysis.
- ERP Connectivity – Finance indicators earmarked for assisted integration; interim cadence uses governed file loads to maintain a single source of truth.
- PMO Link – Project/initiative metadata connected to strategic objectives; dashboards surface portfolio delivery health for monthly reviews.
- Auditability – Value changes tracked by user/time; initiative documents stored alongside items for review readiness.
Results of Deploying BSC Designer
Key business outcomes achieved after the implementation.
- Historical Continuity – 6 years of data preserved for trend and seasonality analysis, improving target-setting accuracy.
- AI-Driven Insights – Leadership and managers can now interact directly with AI within BSC Designer, reviewing and approving AI-suggested KPIs and goals. This made the strategy design process more intuitive, data-driven, and efficient.
- Faster Reviews – Executive dashboards and YTD snapshots reduced meeting preparation time and improved decision speed.
- Evidence-Backed Actions – Initiatives attached to underperforming KPIs with owners, timelines, budgets, and supporting documentation.
- Cascading at Scale – Corporate, sector, and BU scorecards aligned; contributions rolled up automatically to group-level views.
- Templates, Then Tailoring – Starting with standard scorecard templates accelerated adoption while maintaining consistency across business units. These templates were customized to reflect the client’s strategic model and data structure.
- Single Strategy Hub – All objectives, KPIs, and initiatives consolidated with clear ownership and review cadence.
How to Align Strategy Across Multiple Companies?
To summarize the key takeaways from this case, here is a practical answer to how multi-company groups can achieve consistent strategic alignment while maintaining operational autonomy:
- Define a Clear Governance Anchor – Establish a central Strategy Office with authority to maintain frameworks, cadence, and performance standards across companies.
- Standardize Scorecard Structures – Use shared templates for objectives, KPIs, and time profiles, while allowing controlled adaptations for each sector or business unit.
- Link Contributions Across Levels – Ensure BU-level KPIs feed into sector and group-level objectives so progress and performance can be aggregated transparently.
- Adopt a Single Strategy System – Use a platform like BSC Designer to consolidate objectives, KPIs, initiatives, ownership, and review cycles in one governed space.
From Case Study to Practice
Learn how to apply the BSC Designer platform in practice to build a robust strategy architecture, ensure strategic alignment, and enable effective performance monitoring.
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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.