Trident BUS499 module 3 case

BSC IMPLEMENTATION & THE INTERNAL BUSINESS PROCESS PERSPECTIVE

Assignment Overview

Any large-scale change endeavor requires a great deal of effort on the part of a given organization to implement. Implementing a corporate-wide BSC-based performance management system is no different. In implementing such a system, organizational leaders face the challenge of overcoming organizational inertia rooted in resistance to change. This is no easy challenge, and is one of the major reasons why the majority of BSC initiatives (or large-scale change initiatives in general) fail.

In this module, therefore, instead of looking at the BSC's value as a means of integrating strategy with operations or as a useful performance-management tool, we will put on our "organizational dynamics consultant hat" and consider what it takes to implement a large-scale organizational change endeavor.

Case Assignment

After completing the readings presented, write a 3- to 4-page essay on the following topic:

In your own words, describe the efforts put forth by BAE in implementing the BSC approach in its organization—from an implementation perspective. What efforts did management make to assure employees would be receptive to, and accept, the BSC initiative? Describe to what extent you believe their efforts paid off.

The case study for BAE can be found in Chapter 7 of:

Murby, L., & Gould, S. (2005). Effective Performance Management with the Balanced Scorecard: Technical Report. Chartered Institute of Management Accountants. Retrieved fromhttp://www.cimaglobal.com/Documents/ImportedDocuments/Tech_rept_Effective_Performance_Mgt_with_Balanced_Scd_July_2005.pdf

Assignment Expectations