mgt490a4

Note: The following problem is fictitious but employs names of, and news from, real organizations. The idea is to increase the reality of the situation, and to improve your awareness of various industries and organizations.

Based on previous work, Midwest Beverage has been working on a strategic plan. The strategic planning committee has been discussing how to evaluate implementation progress, and the extent to which Midwest Beverage is strategically successful. Currently, top management focuses on financial performance measures such as revenue gains, profit margins, and return on assets.

You recall from your school days that two Harvard professors developed a framework for a broader array of indicators that can help managers more fully understand how the organization is performing strategically. Using Kaplan and Norton's (1992) original framework as well as other references (you can find the original work and related articles by searching the Business Source Premier database available through the Steely Library portal), a) review what has been done with respect to strategic measurement systems and b) propose a measurement framework that Midwest Beverage managers can use to evaluate strategic success. Be sure to provide examples that will help managers understand the concepts.

Be critical as well--what are possible limitations or problems with implementing such an approach?

What's a conservative next step?

References

Kaplan, R.S. & Norton, D.P. (1992). The balanced scorecard - Measures that drive performance. Harvard Business Review, 70(1): 71-79.

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