Robert Kaplan and business executive and theorist Dr.
CultureManagement 3 pages, words Case questions 1.
Does the strategy map Exhibit 4 and the Balanced Scorecard Exhibit 5 help Schmall and Senn implement the new strategy? What are the strengths and weaknesses of the scorecard and its implementation?
What are behavioral aspects of the implementation of this strategy, how are these addressed, or not, by the proposed implementation plan? How can Schmall and his team use the scorecard to deal with the challenges faced by the company in January ? Any other observations you think are pertinent to this case in terms of strategy execution?
Thomas Schmall was appointed as CEO by VWAG inbut he already knew the business, because he had subsequently held different managerial positions in the company in different countries South Africa, China and Mexico.
From untilVWB faced a declining market share and financial losses, so Schmall and his new VWB management team started to introduce the balance scorecard. One of the main challenges of this introduction was to create a high performance spirit and to introduce Thesis balanced scorecard management different aspects of the balanced scorecard internally.
VWB also struggled continuing their export-led strategy and keeping their production minimum due to the Brazilian currency, relative to the euro and the dollar along with rising labor and material costs. Due to stiff competition in the auto industry world-wide, VWB faced the problem that they could not increase prices on shipped products.
This resulted in excessing capacity costs and these would not be covered by the insufficient export margins. Although this was a challenge for Thomas Schmall and his team, the biggest stumbling stone would be the transformation of the culture and, thus, getting the mindset of the employees in the right direction.
The new strategy of VWB basically was an adaption to the diminished market share, rather than a solution to VWB actual problems. So it could be considered as a long term strategy.
Therefore the company required new relationships with key stakeholders: To accomplish the change of in the organization of such a large magnitude, you need a very comprehensive communication plan and this process must be performed very specifically.
Otherwise, the reorganization will sound like a plan for headcount reductions and this should be prevented at any cost.
Another part of the new strategy was making use of the related concepts like the revised Balanced Scorecard and the strategy map.
These tools were intended to guide the employees in the right direction, and to remind the managing executives of the objectives they were try to achieve.
Evaluation of the Process What strategy did you use and how did you evaluate Were you aware of this thought process as you worked through the problem? I could not use the thought process of information retrieval and trying to compare this problem The two tools initiated by Schmall and Senn, the strategy map and the Balanced Scorecard, help VWB to implement the new strategy in several ways.
The main goal was to translate the strategy into objectives, comprehensible for anyone who is involved with the new strategy, and to monitor the progress by showing the results. The strategy map has been divided in four dimensions: These sections have underlying metrics which show what will be necessary for achieving the strategic goals.
The Balanced Scorecard is the right tool to monitor and measure the outcome of the process. Without the Balanced Scorecard and the strategy map the VWB executive commission would not be able to complete their mission and to communicate the intentions well.
So the Balance Scorecard certainly is a powerful management tool to reorganize the corporate culture and the strategy very directly, but it has also got its weaknesses.ii ABSTRACT This thesis develops a balanced scorecard model based on the attributes of Kaplan and Norton’s Balanced Scorecard (, , ).
Today's guest post comes from Evan Stisser, a MBA candidate at Cass Business School in timberdesignmag.com, who is working on his Master's thesis regarding Balanced Scorecard (BSC) implementation in nonprofit organizations, spoke with Ascendant's Managing Partner Dylan Miyake about Ascendant's nonprofit work and BSC best practices.
From performance measurement to strategic management The balanced scorecard is a management framework which, since its inception by Kaplan and Norton in.
Phd Thesis On Balanced Scorecard. phd thesis on balanced scorecard write lab report Phd Thesis On Balanced Scorecard national honor society essays custom resume writing 9th gradersGain the skills to help you teach, lead, research, and consult with online PhD Balanced Scorecard financial measurement of organizational performance: A review timberdesignmag.com 2 | PageRunning head: .
“The Implementation of the Balanced Scorecard for Service Delivery Performance: The Case of Gauteng Metropolitan Municipalities” is my own work and all the sources that I have used or quoted have been indicated and acknowledged.
Introduction Balanced scorecard is a management system that enables organizations to translate the vision and strategy into action. This system provides feedback.