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.
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 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.
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.
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.
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