Robin Hood Case Study
Running Head: ROBIN HOOD CASE STUDY
University of Maryland University College
Analysis of the Robin Hood Case Study
Introduction
This paper will identify Robin Hood’s organizational strategy by using the Balanced Scoreboard approach, based on the framework of performance measurement. According to Thompson (2005), “the scoreboard approach to objective settings advocates using a company strategic vision and strategy as the basis for determining what specifics strategic and financial outcomes are appropriate measures of the progress a company is making” (p. 30). This approach will examine the following four objectives: (a) internal business process, (b) the customer, (c) financial, and (d) innovation. An analysis of Robin Hood case study will expand on each of these objectives by addressing the issues in the case study that resulted in the band’s failure and by providing recommendations to improve organization.
Issues within the Organization The Robin Hood case study had numerous issues within his organization. The first issue was the organization’s mission. Robin Hood’s mission was to welcome and seek members to pursue a personal vendetta against the Sheriff and his administration. Subsequently, the relationship between Robin Hood and the band members became chaos. The band members turned against Robin Hood’s principles and the communication failed when attempting to plan a new strategy. Another issue within the Robin’s organization was the low-profit revenues, which caused limited resources and low productivity among the Merrymen. The last issue is the decision-making process within the organization. Robin Hood took charge by making all the decisions and denied the members’ creativity of being more independent.
Applying the Balance Scoreboard Approach According to Thompson (2005), “identifying a company’s strategy is reflected in its actions in the marketplace and the statements senior managers about the company’s current business
University of Maryland University College
Analysis of the Robin Hood Case Study
Introduction
This paper will identify Robin Hood’s organizational strategy by using the Balanced Scoreboard approach, based on the framework of performance measurement. According to Thompson (2005), “the scoreboard approach to objective settings advocates using a company strategic vision and strategy as the basis for determining what specifics strategic and financial outcomes are appropriate measures of the progress a company is making” (p. 30). This approach will examine the following four objectives: (a) internal business process, (b) the customer, (c) financial, and (d) innovation. An analysis of Robin Hood case study will expand on each of these objectives by addressing the issues in the case study that resulted in the band’s failure and by providing recommendations to improve organization.
Issues within the Organization The Robin Hood case study had numerous issues within his organization. The first issue was the organization’s mission. Robin Hood’s mission was to welcome and seek members to pursue a personal vendetta against the Sheriff and his administration. Subsequently, the relationship between Robin Hood and the band members became chaos. The band members turned against Robin Hood’s principles and the communication failed when attempting to plan a new strategy. Another issue within the Robin’s organization was the low-profit revenues, which caused limited resources and low productivity among the Merrymen. The last issue is the decision-making process within the organization. Robin Hood took charge by making all the decisions and denied the members’ creativity of being more independent.
Applying the Balance Scoreboard Approach According to Thompson (2005), “identifying a company’s strategy is reflected in its actions in the marketplace and the statements senior managers about the company’s current business
References: Smith, D., & Blakeslee, J. (2002). Strategic six sigma: Best practices from the executive suite. New Jersey: John Wiley & Sons, Inc. Thompson, A., & Strickland, A. (2005). Strategic management: Concepts and cases (14th ed.). New York: Mc-Graw Hill.