How might you translate a vision into strategy using a balanced scorecard?



[Answer three Questions (Pg#2). Before that; go through the complete background analysis and attachement (.pdf) to understand the study and to answer the below three questions].

Each Question requires: 200 Words.

Total Words to complete Assignment: 600 Words.

How might you translate a vision into strategy using a balanced scorecard?


This Chapter discussed how an HR Scorecard might be developed to support strategic performance drivers and to assess alignment between each.   These Human Resource Strategic Performance Driver's could be placed in the - Internal Business Process - section of a Balanced Score Card as developed by Kaplan.

Kaplan says that strategy is about choice and a company can't be expected to meet the expectations of all potential customers.  His balanced scorecard model integrates financial information with non-financial information such as process quality and cycle times.

"Dave Norton and I introduced the Balanced Scorecard to provide a missing component
and bridge among these various apparently conflicting literatures that had been developed in
complete isolation from each other: the literature on quality and lean management, which
emphasized employees’ continuous improvement activities to reduce waste and increase company
responsiveness; the literature on financial economics, which placed heightened emphasis on
financial performance measures; and the stakeholder theory where the firm was an intermediary
attempting to forge contracts that satisfied all its different constituents  (Kaplan, p. 17).

PRE-WORK:   Peruse the attached that describes related history, development and the application of the balanced score card.   Understand the balanced scorecard concept and methodology well enough that you can imagine how you might facilitate a cross-functional team's creation of the four balanced scorecard tables shown on the graphic in Figure 1 (Kaplan, p. 4).  Each objective will have a SMART (Specific, Measurable, Achievable, Relevant and Time-Bounded) measure, with a specific target, and be linked to initiatives by which the target performance level might be reached.





Scenario:  Assume that you will be asked to facilitate the development of a, Kaplan-style, balanced scorecard for the organization that your bosses boss is responsible for - you will facilitate the process by which the cross-functional team will create the balanced scorecard.

Q1.  Describe a business scenario, or situation, where you might personally be responsible for facilitating the development of a balanced scorecard as part of a strategic planning process that would incorporate Customer, Financial, Internal Business Process, and Learning/Growth objectives

[Word Length: 200 Words]

Q2. De you expect that you would accept your bosses invitation to facilitate the group's development of a balanced score card?  Explain why you chose either yes or no.

[Word Length: 200 Words]

Q3.  What part(s) of the balanced scorecard development process do you think would be the most difficult for the group to create with your facilitation support?  Explain why.

[Word Length: 200 Words]

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