A number of brand new case studies have just
been added to our Knowledge Hub:
Executing Strategy and Aligning Financial
Planning: Balanced Scorecard Best Practice at
RBGE
This case study explains how RBGE created a strategic
performance management framework that contains objectives in five
interconnected perspectives. The framework depicts how its
activities deliver the desired impact and outcome objectives, all
of which are underpinned by resource and governance objectives. The
case study also describes how the Strategic Objective Costing
System has been aligned to the Balanced Scorecard so that it
provides information to senior management on where staff efforts
(and costs) are being deployed and how this is contributing to the
delivery of the strategic objectives.
Executing Strategy and Aligning Financial Planning:
Balanced Scorecard Best Practice at RBGE
This case study outlines how Durham Constabulary
introduced a Plan on a Page (a strategic map). The Plan - which is
supported by Key Performance Questions (KPQs), Key Performance
Indicators (KPIs) and strategic initiatives - was introduced to
overcome challenges around strategy execution, most notably around
securing clarity at senior executive and devolved levels as to the
constabulary's core deliverables (what it had to be good at) and
how these would be delivered. It also discusses how the
organisation has aligned data collection, analytics and
interpretation to generate better business (and Police)
intelligence.
'Believing' in Performance: Measuring and Managing What
Matters in Chaplaincy
This case study describes how a
religious organisation has implemented a performance measurement
and management system to drive performance improvements. This case
outlines how the Chaplaincy Branch in the Royal Air Force went
about creating a Balanced Scorecard (BSC) and measuring what was
previously considered immeasurable. In particular, this case
illustrates how the management team overcame some strong scepticism
about measurement to create a system that now allows the board to
manage and improve what matters.
Implementing an IT Service Balanced Scorecard: Getting
it Right the Second Time Round
The case study describes
how, after a failed first attempt, an Information Management
Services (IMS) unit of a major organization succeeded with the
Balanced Scorecard after receiving good external training and
facilitation that, amongst other things, stressed the absolute
importance of creating a Strategy Map. The case also illustrates
how performance coordinators within the Business Units are
responsible for the monthly collection and reporting of scorecard
information and how a performance sub-committee meets on a monthly
basis to discuss scorecard
performance.
Follow this link to download
and read them