This bachelor thesis develops a BSC framework for the Berufsbildungsverband der Versicherungswirtschaft, a key actor in vocational training in the Swiss insurance sector, operating in an ever-evolving environment shaped by regulatory, digital and stakeholder-driven disruption. While strategic targets are in place, the organization sees an opportunity for a structured tool to connect a long-term mission to measurable operational outcomes across its core activities. The paper supports strategic steering and performance transparency settings across holistic organizational management.

The Balanced Scorecard approach adapted to the needs of the non-profit organization, informed by academic literature, internal documents and expert interviews in order to develop a qualitative status quo analysis. This allowed the definition of goals, translating the strategic mission into four perspectives: Customer, Internal Processes, Innovation & Learning and Financial. Key performance indicators were established, ensuring operational feasibility and steering of daily activities towards VBVs mission with a focus on relevance, transparent trackability and structured management.

Objectives are given measurable key performance indicators that reflect the operational reality and strategic direction. A strategy map visualizes cause-effect logic to support holistic management and internal alignment. Specific findings, indicators and recommendations remain confidential, but the Balanced Scorecard serves as a long-term tool to strengthen strategic alignment, the framework provides a foundation for future implementation.