Leading Change for Strategy Execution Dr. Robert S. Kaplan Baker Foundation Professor, Harvard Business School Executing strategy: Senior executives’ #1 issue The Balanced Scorecard: The Central Component in a New Strategy Execution Management System Private Sector Organizations Financial Perspective "If we succeed, how will we look to our shareholders?” Customer Perspective "To achieve our vision, how must we look to our customers?” Process Perspective "To satisfy our customers and
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Introduction Aim Currently, the compensation structure is based on divisional contribution numbers. This Compensation Report aims to analyse the potential problems within the existing compensation structure and recommend alternative compensation structures that Changing Motors can adopt. Rationale As Changing Motors embark on their expansion plans in the future, there is a greater need to improve overall efficiency. Employees’ efficiency stems from the effectiveness of compensation structure
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he Balanced Scorecard (BSC) is a strategy performance management tool - a semi-standard structured report, supported by proven design methods and automation tools, that can be used by managers to keep track of the execution of activities by the staff within their control and to monitor the consequences arising from these actions.[1] It is perhaps the best known of several such frameworks (it is the most widely adopted performance management framework reported in the annual survey of management tools undertaken
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purposes. One of the most important developments in strategic planning and control have been: the balanced scorecard, a comprehensive set of performance measures designed to assist managers in implementing competitive strategies and monitoring performance with respect to them (Kaplan and Norton 2000). Kaplan and Norton describe the innovation of the balanced scorecard as follows: "The balanced scorecard retains traditional financial measures. But financial measures tell the story of past events, an
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General Motors Corporation Table of Content Introduction ………………………………………………………………....................................2 Problem Statement……..………………………………………………………………………4 Organizational Capacity Planning …………………………………………………………………..3 Project Portfolio Management (PPM) Process ……………………………………………………4 Project Selection…...…………………………………………………………………….……………..6 Program Management Plan ……………………….………………………………………………….7 Conflict Management …………………………….…………………………………………….…….8 Change Management
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noon 2,000 words Read the case The Balance Scorecard at Cola by White and Tuncbilek (2001). Required: a) Why develop a balanced scorecard for Cola? (10 marks) b) Compare the dynamic scorecard proposed by Cola’s consultant with Kaplan and Norton’s BSC. What are the main similarities? What are the main differences? (10 marks) c) Evaluate the strengths and weaknesses in the corporate scorecard developed by the management team. How does the corporate BSC support Cola’s strategy? (10 marks) d) Evaluate
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INTRODUCTION Background of the Case Study of the UNITES STATES POSTAL SERVICE The evolution of the United States Postal Service is interlaced with the history of our federal government. Today, the Postal Service is the second largest civilian employer in the United States. It has over 700,000 employees, affects an economy that employs 9 million people and represents 8% of the United States gross domestic product in a $900 billion mailing industry (United States Postal Service [USPS], 2002b)
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Name: Course number: Professor’s name: Date: Balanced Scorecard The use of the balanced scorecard (BSC) is quite common management tool for most organizations. Some organizations has found certain drawbacks that have made them not to adopt this management tool. The use of this instrument requires proper training and understanding of it thus making it time-consuming. The process of using it also requires accuracy as any slight mistake leads to undesired results. Due to the complexities of this management
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ANSWERS 1. What challenges does Thomas Schmall face upon becoming CEO of Volkswagen do Brasil (VWB)? Ans: Thomas schmall faced many issues in the VWB , mainly the pressure on profitability, sales, employees issues and customer satisfaction. As we see from the case, Volkswagen do Brasil faced several problems, for eg:- • Financial losing and market share declining. • Restructuring the organization chart to accommodate new leads and tasks for a project. • Diminishing market
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Question 1: How does developing a strategy map and associated balanced scorecard help the leadership team implement the new strategy? Developing a strategy map and associated Balanced Scorecard helps the man-agement team by clearly define the objectives and targets of the new strategy. As it is stated in the case, it is hard to implement a new culture in a company. By identifying the dimensions (Finance, Customer, Internal Process, and Potential and Growth) the management believes will make a
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