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Case Study 13: Asian Financial Corporation

Implementing Strategic Alignment & Control Capabilities

Two key elements of successful strategy implementation are: clear articulation of a strategy, and its efficient communication within the organisation. In this case study we show how the leadership team of a large Asian financial services company worked with 2GC to both align the organisation behind a new corporate strategy, and then to strengthen their ability to manage the organisation's activities to implement the strategy. Although the project was undertaken against a backdrop of major external change both within the country and the industry, the approach adopted was shown to be both highly effective and very profitable. 

Case Study 12: FS Co

Using Balanced Scorecard to drive strategic alignment in a financial services company

In 2011, 2GC completed a major Balanced Scorecard design project with a large financial services company based in the UK. The initial design work involved the development of a Strategic Balanced Scorecard for the Executive Management team and the development of cascaded Balanced Scorecards in three business units. In 2012 2GC returned to the company to help reset the objectives, following a reorganisation.

Case Study 11: Zenith Systems

Cascading 3rd Generation Balanced Scorecard in a small services company

In 2007, 2GC worked with a small services company in the UK to design and implement a top level Balanced Scorecard, and cascading it down into its divisions. We worked with the Executive Board, the quality manager, and the management division teams. The work demonstrates that cascading is not restricted to large corporate groups. It also highlights some general factors that should be considered when undertaking work of this nature, which are discussed within this case study.

Case Study 10: PractiNet

Implementing Balanced Scorecard within a membership-based organisation

PractiNet is a member-led organisation governed by an elected council that provides a wide range of services to its members. It also acts as both a Trade Union and a Professional Body for members - its activities include provision of professional insurance, workplace advice, and Continuing Professional Development activities.

Over a three month period in 2008 2GC helped PractiNet to establish a top level Balanced Scorecard and to fine-tune its strategy and planning processes. We worked with the Senior Management Team - a group that included executive managers and delegates from the PractiNet Council (the representative body for PractiNet’s membership).

The case highlights both the value of including representatives of the membership in the design process (SMT endorsement), and the challenge arising from the need to balance the different perspectives held by the executive management and the council representatives.

Case Study 9: Al Khamsa

Strategic Planning at a Middle East Engineering Company: A Balanced Scorecard approach

Al Khamsa engineering provided an opportunity for 2GC to carry out a “longitudinal” case study - one that tracks the performance of an organisation over a number of years.

In 2008 Al Khamsa (an Architectural and Engineering consultancy based in the Middle East) asked 2GC to assist them in an update to its corporate Balanced Scorecard. The original had been created with 2GC assistance in 2004/5 as part of a wider project to introduce a more effective strategic planning and implementation approach within the fast-growing firm. The update was required simply because Al Khamsa had achieved all of the strategic goals set out in its original Balanced Scorecard - and more. 2GC worked with Al Khamsa to update both the company’s strategic plans, and its Balanced Scorecard.

The case looks at some of the challenges presented by Balanced Scorecard design and strategic planning in a professional services firm as well as some novel approaches to executive facilitation.

Case Study 8: ENERCO

Balanced Scorecard design in a complex organisation

Over a 12-month period in 2007 and early 2008 2GC worked with a multi-national division of a global energy company (ENERCO) on a programme to improve the alignment of business units behind the division’s strategic goals, and to improve the management of the execution of this strategy.  The approach used featured the development of aligned strategic Balanced Scorecards for its Business Unit and Functional Senior Management Teams worldwide.  This case study looks at the reasons behind the decision to deploy Balanced Scorecard; it also describes some of the design challenges encountered and how they were addressed.

Case Study 7: International Retailer

Employee Performance

2GC recently worked with a fast-growing international retailer to redesign its employee performance management (EPM) system. The retailer’s existing system was overly complex, time consuming, and inconsistently applied. The retailer sought to have the EPM approach redesigned, simplified and re-launched. The new system was to be used by several thousand staff within some 200 retail outlets. Building the new EPM system, 2GC applied a 3-perspective framework, embracing employee Behaviour, Activities and Results. This framework was used to identify balanced employee performance descriptors and measures appropriate to different employee positions.

Case Study 6: United Nations Agency

Executive Balanced Scorecard

Over a period of 18 months 2GC worked with a United Nations Agency (UNA) to implement a new corporate performance management regime – integrating the 3rd Generation Balanced Scorecard framework with the UN’s Results-Based Management system.

Working closely with both the Strategic Planning Office (SPO) and the Executive Committee (EC), we created a tool to help set the EC agenda in areas where collaboration between SPO and the EC was essential, and to ensure alignment in the results targeted by each group. In parallel, we worked with the Asia Pacific Regional Director and his team to deploy examples of these tools within a local unit with the aim of improving their ability to monitor and drive Regional strategic management implementation activities.

This case study describes both the design and implementation work we carried out, and also some work to update the tools after 12 months experience of their use.

Case Study 5: IIC (Financial Services)

Aligning individual goals with the business strategy

This case study uses material drawn from project work undertaken by 2GC for a UK based financial services firm. IIC commissioned the work to address two performance management issues:

• The need for a personal goal setting process that is both economical to deploy and effective in triggering changes in the behaviour of individuals.

• The need for the content and process of this type of system to be closely aligned to the overall aims of the organisation.

The case study shows how IIC worked with 2GC to address these issues successfully using an adapted version of the 3rd Generation Balanced Scorecard framework.

Case Study 4: UK Agency

Balanced Scorecard Renewal

This case study details the design and implementation of a strategic performance management system within a medium sized public sector enterprise. It looks at how this UK Government Agency found it necessary to re-design its failing strategic performance management system only a year after its introduction, and how the second attempt appears to have been much more successful. The two approaches adopted differed in both the structure of the Balanced Scorecard being designed, and in the design methods used. The advantages of one approach are demonstrated by comparing the two approaches used.

Case Study 3: Crosshouse (Multi-national FMCG)

Strategic Alignment: cascading the Balanced Scorecard

This 2GC case study looks at the Balanced Scorecard implementation experiences of a European multi-national FMCG business. Working in the late-1990s with 2GC and other firms, this company set out to introduce a Balanced Scorecard-based strategic management system. At the time this was one of the most ambitious projects ever undertaken. The scope and nature of the project challenged existing Balanced Scorecard understanding and methodology. The project generated new insights into how to implement Balanced Scorecard for strategic control purposes; it also advanced both theory and practical understanding of how Balanced Scorecard works. Nonetheless there were elements of the project that could have been done better, and the case highlights these areas too.

Case Study 2: Truro (Oil Industry)

Implementing the Balanced Scorecard - Lessons and insights from a multi-divisional oil company

This case study describes the Balanced Scorecard implementation experiences of a major oil firm in the Middle East. In the late-1990s, TRURO implemented a series of Balanced Scorecard designs with the assistance of an external consulting firm. The organisational issues surrounding the design of the Balanced Scorecard (primarily relating to measure selection) and its use reduced the overall value of the performance management system. This case describes the project activities; it draws some conclusions concerning best practice relating to Balanced Scorecard design and implementation.

Case Study 1: Arran Ltd (UK Financial Services Sector)

Implementing the Balanced Scorecard - lessons and insights from a financial services firm.

This case study describes the Balanced Scorecard implementation experiences of a leading UK financial services firm. The firm first implemented Balanced Scorecard in the mid-1990s. Initially the programme was perceived to have been a success. However, as they sought to increase their use of Balanced Scorecard within the organisation they began to encounter problems; ultimately these have resulted in the firm moving away from using the Balanced Scorecard. This case study considers the lessons to be learnt from this firm’s experiences and identifies ways in which they can be avoided by others.

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