Project Description

Twelve Winds helped Panos London implement the balanced scorecard as an organisation-wide strategic performance management system.


Panos London is part of the Panos Network, an international group of charities working to ensure that information is effectively used to foster public debate, pluralism, and democracy.


Panos London had recently committed to a new multi-year strategy that developed new areas of work and changed the role the UK charity played in the global network of Panos Institutes. With significant new programmes, the organisation needed a robust way to measure performance against the new strategy and ensure management decisions support the strategic aims.

Twelve Winds was asked to work with the Panos management team to develop a balanced scorecard that would give Trustees, management, staff, and funders a clear view of organisational performance.

Our approach

Twelve Winds developed a three-phase strategy for developing Panos London’s balanced scorecard.

  • Familiarisation

We start every engagement with a familiarisation stage. Using face-to-face interviews with staff, partner organisations, and funders as well as a detailed review of company documents, we built a strong understanding of Panos London’s strategy.

  • Balanced scorecard design workshop

Through a multi-day interactive workshop, we took the Panos London management team through all of the steps required to develop their new Balanced Scorecard performance management system.

  • Balanced scorecard implementation support

We provided ongoing support to the Panos London team, assisting them as they rolled out the scorecard performance management system across the organisation, cascading it down to all levels.

Success story

With our help, the Panos London team implemented a robust balanced scorecard system that serves as an active support to decision making, helping management to take appropriate action to ensure that strategic objectives are met. This framework supported all aspects of the work, including monitoring programme effectiveness, managing partner relationships, reporting to funders, and identifying new areas of work.