Please find a selection of our most recent and/or most popular case studies. If you require more specific case material or examples then please do not hesitate to contact us.
Delivering Success: How Tesco is Managing, Measuring and Maximising its PerformanceNew!
Tesco is one of the world’s most successful companies. This case study outlines how this world-leading retailer is managing, measuring and maximising its performance. It describes the performance framework used to manage the business globally, outlines how the performance framework is being cascaded and communicated, and illustrates how Tesco is engaging its employees in performance management. In addition, it highlights Tesco’s approach to collecting the right data and its ability to turn this data into customer and business relevant decisions.
Creating and Implementing a Balanced Scorecard: The Case of the Ministry of Works - BahrainNew!
This case study describes how the Bahrain Ministry of Works has created and implemented a world-class Balanced Scorecard to help them define and execute their strategy. The case study outlines how the balanced scorecard and strategy maps have been cascaded into the organisation and how accountability for performance has been assigned to 170 objective owners. It also outlines how an office of strategy management has been set up to facilitate the strategy management process and how performance review meetings are used to monitor progress.
Implementing a Performance Scorecard in a Global Organization: Creating a Roadmap for the International BaccalaureateNew!
This case study outlines how the International Baccalaureate (IB) organization has managed the global implementation of a performance scorecard. The case study illustrates how it created a strategy map outlining a roadmap to global success as well as a heat map to highlight current priorities and performance levels. IB is using the roadmap to review, challenge and fine tune its strategy. It also shows how managers were able to design relevant and meaningful key performance indicators to monitor and manage performance.
Managing Healthcare Performance: Best Practice at the Award-winning Northumbria Healthcare NHS Foundation TrustNew!
The challenge for healthcare leaders today is balancing clinical performance with excellent customer service, regulatory compliance and financial control. This case study describes how a leading healthcare organization has successfully implemented a strategic performance management framework to guide the organization towards its ambitious performance goals of delivering world-class healthcare. It outlines how Northumbria Healthcare developed and implemented a strategy map with aligned action plans and performance metrics to monitor and improve performance for patients.
Performance Management in Not-For-Profit Organisations: Best Practice at the Motor Neurone Disease AssociationNew!
This case study describes how the Motor Neurone Disease (MND) Association, a significant Third Sector charitable organisation, has created and implemented a best-in-class strategic performance management system to help them define and execute their strategy. The case study outlines how the Association has developed a strategic map, a set of meaningful key performance indicators as well as relevant performance reports and performance reviews that have transformed the way the organisation is managed. Real performance insights, better-informed decision making, and outcome-focused performance reporting have all led to improved organisational performance.
Implementing a Performance Scorecard for a Collaborative Commercial Agency: Mapping, Managing & Monitoring a Pathway to SuccessNew!
This case study outlines how the North West Collaborative Commercial Agency developed a performance management framework comprising a strategic map with supporting objectives and action plans. It also outlines how the organization deploys a color-coded heat map to prioritize activities and how it uses key performance questions and key performance indicators to monitor progress. Finally, the case study highlights the key benefits of a Scorecard implementation for both large and small organizations.
Using Performance Management to Transform a Failing Organization: The Improvement Journey of North East Lincolnshire CouncilNew!
This case study illustrates how an organization used Performance Management to turn itself around from the worst performing Local Authority in the country to one that is on a performance improvement journey, heading towards top performance. This case study should of interest to most organizations as it illustrates the essential role of senior leadership buy-in and support to change the organizational culture and make it performance focused. It also demonstrates how the organization managed to agree strategic priorities (which is so vial in difficult economic times) and improve its data quality to generate management insights that lead to real performance improvements.
Outcome-Based Performance Management: Christchurch City Council Drives Toward a Long-Term Strategic Horizon
Many organisations, especially in the government sector, are aiming to create more outcome-based performance management systems. The aim of these systems is to prioritise strategic objectives, clearly articulate the intended impacts, and to focus management attention onto the things that matter the most. This management case study outlines how Christchurch City Council has put this into practice using the Balanced Scorecard approach with strategy maps, long-term community council plans, the Malcolm Baldrige framework, and an intranet-based performance management software tool.
Mapping, Measuring and Managing Capabilities for Strategic Benefit: The Case of AWE plc
In today’s business context, it is crucial that organisations are able to manage and sustain the relevant capabilities to meet the business challenges ahead of them. This management case study outlines how the Atomic Weapons Establishment (AWE) uses best practice and thereby identifies, assesses and manages its capabilities to ensure the delivery of its crucial strategic mission: providing and maintaining the nuclear warheads for the UK’s nuclear deterrent system, carried by Royal Navy Vanguard-class submarines.
Measuring and Managing Performance in Local Government: Belfast City Council
This management case study illustrates the implementation of a strategic performance management system in Belfast City Council. It outlines: how politicians and public servants agreed on one strategy; how this strategy was then mapped into a value creation map; how this map was then used to identify and agree on priorities, how relevant and meaningful key performance indicators were designed; and how processes were put in place to ensure performance information is used to extract management insights and inform learning and future performance improvements.
Measuring and Managing Performance in the Royal Air Force
This management case study illustrates the implementation of a strategic performance management system in the Royal Air Force. It outlines how a scorecard reporting approach was designed and implemented, in particular, it highlights the importance of integrating performance management with risk management, it discusses the problem of objective versus subjective measurement and it outlines the challenges of automating the system using a custom-built performance management software application.
Cascading Balanced Scorecards: Using Strategic Maps to make Performance Relevant to RAF Stations
This management case study outlines how the Royal Air Force cascaded its overall balanced scorecard reporting approach into RAF Stations. In particular this case study illustrates how the creation of local strategic maps and the design of local key performance questions and key performance indicators was able to reconnect stations with strategic performance management and help them overcome the frustrations of a previously seemingly irrelevant performance reporting mechanism. Stations were able to agree on an aligned and integrated set of strategic objectives together with a number of meaningful performance indicators which help the station commanders to answer their key performance question and ultimately improve future performance.
Getting a Handle on IT Governance: Experiences of using Strategy Maps at the Bank of England
This case study outlines how the Bank of England improved its IT Governance by mapping its strategy and designing meaningful performance indicators. The case study also illustrates how the Balanced Scorecard, Strategy Maps and the CORBIT framework can be combined to deliver a powerful IT governance model.
Measuring and Managing Intangibles: The Scottish Intellectual Assets Centre
This management case study is about managing and measuring intangibles and performance managment in SMEs. It outlines how the Intellectual Assets Centre visualised their strategy with all its intangible value drivers and identified key performance questions and key performance indicators to help them better manage their intangibles going forward.
Value Creation Maps & Assessment of IT Investments: Going beyond the business case at Novo Nordisk
In this case study we explore the use of value creation maps to assess the impact and benefits of IT investments. At the core of this case is the illustration of how Novo Nordisk, a leading pharmaceutical company and the market leader in diabetes care, used this approach to assess the impact of one of their IT projects. Overall, this case illustrates the importance of aligning any IT (or project) assessment methodology with the corporate strategy.
Books
