Owned and operated for the past 20 years by an entrepreneurial owner, the company has gone through major financial struggles in the past two years. There has been a successful downsizing and restructuring, following the company being purchased by a PE investor.
The mandate from the investor is to increase the value of the company and set it up for a sale within five years. This requires a strategy, a plan of action and assessment of present day.
Performance measurements are the most common tools used to ensure the execution of the company vision. These tools are used to ensure the ongoing organization is:
a) Set up to execute the Vision
b) Continuously measure the performance
c) Align the Organization …show more content…
It can be used to evaluate a proposed project or even a new product considered.
It can be used to explore advantages in the competitive market.
The downside to a SWOT analysis is that there is no financial measurement; the results are subjective and can be prejudiced by individual input.
SWOT analysis needs to be used carefully. It does not rank results in level of importance. For instance, a threat may be a major threat to an organization, whereas an advantage may be a very small business advantage and hardly gives the company any leverage. The results are not necessarily balanced. The SWOT matrix needs to be broken down further in order to be useful. Input for the matrix can be gathered from major departments within the company. In assessing this company, input would be gathered from Finance, Operations, Marketing and Buying department heads.
This analysis helps to clarify and understand the organization and its alignment. This was developed by Robert H Waterman and Tom Peters as a comprehensive way for groups to understand a strategic …show more content…
It was originated by Drs. Robert Kaplan and David Norton (Harvard Business School) as a measure of performance that added strategic non-financial performance measures to traditional financial metrics to give managers and executives a more 'balanced ' view of organizational performance.
It is used by many of the top organizations worldwide.
The benefits of Balanced Scorecard:
It includes non-financial measures. Every department can work to achieve the vision and be easily measured on performance versus standard financial review. In order to measure performance, you need to establish Key Performance Measures, e.g. in retail this could be Units per transaction. [Getting a customer to purchase more items will increase sales.]
The drawbacks to a Balanced Scorecard: It ignores external forces, totally inward focus. It can require a significant investment both in time and money to implement It requires strict measurement and ongoing review to be successful
Balanced scorecard looks at Financial Performance, Organizational efficiency, Customer/Shareholder Satisfaction and the Overall Capability of the organization in determining the execution of the organization’s overall strategy and