CHAPTER TWO
2.1 LITTEERATURE REVIEW Since the publication of the Balance Scorecard article by David Norton and Robert Kaplan in Harvard Business Review paper 1992, several companies and organization have adopted the balance score card as a means of performance measure and corporate strategy. Their earlier experience using the score card brings together in a single management report, many of the seemingly desperate element of a company’s competitive agenda. Becoming customer oriented, shortening the amount of response time, improving quality, emphasizing team work, reducing new product lunch times and strategies management for the long time. When Kaplan and Norton introduced the balanced scorecard in 1992, companies were already searching …show more content…
CASE REASON FOR IMPLEMENTATION FINDINGS
1) VEIOLA WATER 2013
(2015)
• To create a winning strategy and increase the level of revenue. • Significant improvement in business performance.
• Served as assistance to employees with comprehensive technology and best practices.
• It built a framework that helped to measure progress while also maximizing resources.
2) Truro oil company. late 90s • To implement a software based Balanced Scorecard solution within TRURO • Faulty design process.
• Proved to be Helpful to manage strategic aspect of business.
3) United Nation (UN) 2006
• To implement a BSC that will reflect evolving strategic goals and priorities. • brought transparency of performance and is strengthening accountability for performance at the top levels of the UNA
• It has allowed the directors to adopt a performance review process that reinforces accountability for results.
4) FS Co Limited. 2010-11
• To create a strategic balance score card for the executive management team and also the business unit and the corporate function. • It brought teams together, that helped the business in many ways.
• It kept business on track and successfully help embed organizational development in the day to day performance monitoring …show more content…
Objective definition was discussed and debated, and choices were made about what each objective should actually involve. Discussion of this kind is typically very difficult, if not impossible, to resolve as a standalone activity. Because the Balanced Scorecard design process provided documented, draft-form definitions of each objective, it was relatively easy to focus on which elements of the definitions were correct, incorrect or missing. This approach therefore allowed executives to agree, after only two and a half days of workshop time, the broad change activities required of them over the next 12 to 18 months. The afternoon was devoted to planning for each objective. In syndicate groups, and led by each objective owner, the groups created high-level plans for completing their activity-type objective. The syndicates were required to identify: •actions required over the next 12 months. (2gc.eu,
2.1 LITTEERATURE REVIEW Since the publication of the Balance Scorecard article by David Norton and Robert Kaplan in Harvard Business Review paper 1992, several companies and organization have adopted the balance score card as a means of performance measure and corporate strategy. Their earlier experience using the score card brings together in a single management report, many of the seemingly desperate element of a company’s competitive agenda. Becoming customer oriented, shortening the amount of response time, improving quality, emphasizing team work, reducing new product lunch times and strategies management for the long time. When Kaplan and Norton introduced the balanced scorecard in 1992, companies were already searching …show more content…
CASE REASON FOR IMPLEMENTATION FINDINGS
1) VEIOLA WATER 2013
(2015)
• To create a winning strategy and increase the level of revenue. • Significant improvement in business performance.
• Served as assistance to employees with comprehensive technology and best practices.
• It built a framework that helped to measure progress while also maximizing resources.
2) Truro oil company. late 90s • To implement a software based Balanced Scorecard solution within TRURO • Faulty design process.
• Proved to be Helpful to manage strategic aspect of business.
3) United Nation (UN) 2006
• To implement a BSC that will reflect evolving strategic goals and priorities. • brought transparency of performance and is strengthening accountability for performance at the top levels of the UNA
• It has allowed the directors to adopt a performance review process that reinforces accountability for results.
4) FS Co Limited. 2010-11
• To create a strategic balance score card for the executive management team and also the business unit and the corporate function. • It brought teams together, that helped the business in many ways.
• It kept business on track and successfully help embed organizational development in the day to day performance monitoring …show more content…
Objective definition was discussed and debated, and choices were made about what each objective should actually involve. Discussion of this kind is typically very difficult, if not impossible, to resolve as a standalone activity. Because the Balanced Scorecard design process provided documented, draft-form definitions of each objective, it was relatively easy to focus on which elements of the definitions were correct, incorrect or missing. This approach therefore allowed executives to agree, after only two and a half days of workshop time, the broad change activities required of them over the next 12 to 18 months. The afternoon was devoted to planning for each objective. In syndicate groups, and led by each objective owner, the groups created high-level plans for completing their activity-type objective. The syndicates were required to identify: •actions required over the next 12 months. (2gc.eu,