Describe the efforts put forth by BAE in implementing the BSC approach in their organization from an implementation perspective. What efforts did they make to assure employees would be receptive to, and accept the BSC initiative? Describe to what extent you believe their efforts paid off.
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A balanced scorecard is not just a turnkey report or set of measures that you can use at any firm. The objectives, measures, targets and initiatives must all be elegantly “knit” to strategy of the individual firm. Further, the strategy underlying the scorecard must be communicated and the measures must be the actual performance yard stick, not just the measured ones with other yardsticks actually weighing more heavily on performance reviews. So, the creation of a scorecard is not the magic bullet. It is the implementation that makes or breaks the scorecard’s ability to reap the fruits of a well-designed monitoring, feedback, planning and communicating system of measures.
In this discussion, we are going to review one particular implementation, BAE. BAE did a number of things when implementing the balanced scorecard that helped employees to be receptive to and accept the initiative. Six of the “best practices” are discussed below. While there is no perfect implementation or standard scorecard, there are practices that increase the chances that the scorecard will ...
Your tutorial is 695 words and gives you six themes that BAE used to increase the chance of a successful implementation.