The aim of this section is of practical knowledge use. To develop a strategy for Statoil Fuel and Retail Business Center (SFR BC) I will take into account theoretical part and analysis what to consider when making and why do strategies fail. Based on the balanced scorecard method, I will describe four factors: Finance, Internal Business Processes, Learning & Growth and Customer (McCarthy & Chapman, 2013). To specify, SFR BC is an servicing company that serves 9 business units across Europe and has a vision to become competence center providing not only back-office specific tasks, but also development part for the mother company. The objectives for the SFR BC is to become competence center instead of business center (shared service center),
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• Execution – areas – bottom up approach, give all of the employees involvement in decision making and goal setting feeling, thus they will feel the responsibility to meet the targets set. Clear work plan on communicating the strategy.
• Decision making – areas – managers are accountable for their own department. Make departments fight together, not against each other. Set priority goals and specify them.
Conclusion – Strategy for the Statoil Fuel and Retail Business Center
*I can’t be specific enough on objectives and strategy altogether – I am doing overall case. To become competence center LEAN and Finance&Control department should work together on increasing the delivery quality and performance to customers to increase their satisfaction rate by consistent analysis on the measurement areas: customer feedback, performance and quality. LEAN department have to analyze and improve processes, number of activities per function and duplication of them. To achieve this goal it is important to improve processes and align them, work together with IT department on standardization and automation. Develop a work plan by all three departments on new service transfer to business center and communicate it with business units. Human Resource department should provide analyze where training is necessary and with LEAN department develop a work plan to provide training and learning
• Execution – areas – bottom up approach, give all of the employees involvement in decision making and goal setting feeling, thus they will feel the responsibility to meet the targets set. Clear work plan on communicating the strategy.
• Decision making – areas – managers are accountable for their own department. Make departments fight together, not against each other. Set priority goals and specify them.
Conclusion – Strategy for the Statoil Fuel and Retail Business Center
*I can’t be specific enough on objectives and strategy altogether – I am doing overall case. To become competence center LEAN and Finance&Control department should work together on increasing the delivery quality and performance to customers to increase their satisfaction rate by consistent analysis on the measurement areas: customer feedback, performance and quality. LEAN department have to analyze and improve processes, number of activities per function and duplication of them. To achieve this goal it is important to improve processes and align them, work together with IT department on standardization and automation. Develop a work plan by all three departments on new service transfer to business center and communicate it with business units. Human Resource department should provide analyze where training is necessary and with LEAN department develop a work plan to provide training and learning