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BAA Customer Perspective Balanced Scorecard

Using the resource below compare the scorecard used by the British Airport Authority with a regular balanced scorecard. Can we apply this to other settings? Discuss to what degree the evidence suggests the balanced scorecard approach is amenable to most organizations.

Basu, R., Little, C., Millard, C., (2009).
Case Study: A fresh approach of the Balanced Scorecard in the Heathrow Terminal 5 project. Measuring Business Excellence.
Retrieved from: http://www.perf-ex.co.uk/wp-content/uploads/2012/04/T5-case-study-MBE-papaer.pdf

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Introduction

The T5 project is a good example of how the principles of the balance scorecard, and not just the exact categories, can be used to enhance the probability of successful outcomes. While the T5 project used some of the traditional aspects of Kaplan and Norton's balanced scorecard, the T5 project also created new and customized areas unique to the project. This changing of the perspective categories, rather than deviating from the scorecard's principles, actually give evidence of how the principles of the scorecard can be successfully customized. All organizations can benefit from a scorecard, even if they are not traditional for-profit enterprises.

Analysis

The T5 project customized the four classic perspectives of the balanced scorecard to line up with project goals and the enablers of those final outcomes. The authors of this scorecard began with the learning and growth area. This included inspection and testing plan agreement, training of supervisors and agreement on benchmarks. With these in place, the next set of measures are the business process metrics where the successful learning and growth initiatives should "cascade" or lead to the business process metrics outcomes. That is, the training and inspection standards should then result in meeting the quality standards, having the work protected and the NCRs closed. These good processes then result in being able to ...

Solution Summary

Your discussion is 728 words and two references and explains how the T5 project is a great example of using the principles of the balanced scorecard to map strategies to performance indicators and increase the changes of a successful outcome. The discussion explains how the principles can be adapted to virtually any organization and gives schools as another example of a non-traditional organization that can benefit.

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