BSC Implementation & the Internal Business Process Perspective
BUS499
MOD 3 Case
Step 8
There are six themes that BAE used to increase the chance of a successful implementation. BAE did a number of things when implementing the balanced scorecard that helped employees to be receptive to and accept the initiative. Six of the "best practices" are discussed below. Common Culture of Values and Shared Vision, Clear Focus, Interdependent Units, Data available, Break down goals into actionable parts, and Quality Communications A balanced scorecard cannot be successfully implemented if employees are all using different philosophies for what is important. Having a strong culture surrounding their five fundamental values meant that there was already a history of everyone singing off the same sheet of music. A heavily decentralized culture would have more problems than BAE because the teams were not accustomed to organizing around a central and common set of principles, goals and mission. A scorecard implementation will be more successful if there are critical success factors, stemming from the central strategy, that drive the measures and goals. BAE had three core areas for growth: customer support, commercial aircraft, and defense systems. This permitted them to measure along these specific areas and not have a scorecard that was a collection of everyone's "pet" initiative. The firm has clear guidelines for what it wants to accomplish and a scorecard needs a clear target to be implemented well. This permitted them to measure along these specific areas and not have a scorecard that was a collection of everyone's "pet" initiative. The firm has clear guidelines for what it wants to accomplish and a scorecard needs a clear target to be implemented well. BAE created a system where the units were interdependent with each other, more able to control the decision (fewer rules), and therefore would gain from
MOD 3 Case
Step 8
There are six themes that BAE used to increase the chance of a successful implementation. BAE did a number of things when implementing the balanced scorecard that helped employees to be receptive to and accept the initiative. Six of the "best practices" are discussed below. Common Culture of Values and Shared Vision, Clear Focus, Interdependent Units, Data available, Break down goals into actionable parts, and Quality Communications A balanced scorecard cannot be successfully implemented if employees are all using different philosophies for what is important. Having a strong culture surrounding their five fundamental values meant that there was already a history of everyone singing off the same sheet of music. A heavily decentralized culture would have more problems than BAE because the teams were not accustomed to organizing around a central and common set of principles, goals and mission. A scorecard implementation will be more successful if there are critical success factors, stemming from the central strategy, that drive the measures and goals. BAE had three core areas for growth: customer support, commercial aircraft, and defense systems. This permitted them to measure along these specific areas and not have a scorecard that was a collection of everyone's "pet" initiative. The firm has clear guidelines for what it wants to accomplish and a scorecard needs a clear target to be implemented well. This permitted them to measure along these specific areas and not have a scorecard that was a collection of everyone's "pet" initiative. The firm has clear guidelines for what it wants to accomplish and a scorecard needs a clear target to be implemented well. BAE created a system where the units were interdependent with each other, more able to control the decision (fewer rules), and therefore would gain from