BSC Implementation and Internal Business Process Perspective - Essay Example

? BSC Implementation & the Internal Business Process Perspective INTRODUCTION The study will entail the balance scoreboard; solutions and answers to the following questions will be solved. The questions include the following; 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. The balance score board usually involves all sectors make up the activities of the organization they include the customer, suppliers inputs for each units it is represented by a score board in which a balance scoreboard measure is selected (Braam, 2012). Our focus will be on BAE systems will be our basis which was implemented and supported the organizational cultural change and was inline with the goals and objectives of the organization. ANALYSIS There where efforts done to implement the balance scoreboard cultural approach with less compromise to the whole organizational setup. Its council focused on a number of factors to enhance activities. The unit growth was based on customer support and defense systems the other unit was commercial aircraft. The transformation was based on the historic perspective it engaged in a number of factors. BAE was to improve on their reputation, this was to be accompanied by up to date technology to enhance its image. This enhanced performance and the same time made it competitive to the industry (Murby & Gould, 2005). They also included positive cash flows, in their operations and a good working relationship with its client base. There was also included employment of skilled laborer who where engaged on service training and support to its internal employees. There was also lack of cost of control at designing new product in the market. Poor strategic management and the organization reaction to changes in the market demands were poor. There was need in ensuring this problem was dealt with, the management decided in implementing a change in the program to ensure that they remain attractive to the market. They included reducing overreliance on managerial authorities; they included a narrow division of work so as to improve on the output of each employee among other factors (Murby & Gould, 2005). These adjustments where made possible by major factor which was that the scoreboard was central to the organization control system. Some stapes had to follow to achieve the specific target a far as the balance scoreboard system is concerned, they included the following; First there was need to revise its competitiveness capability, this was made possible by the change in technology (Braam, 2012). The change in technology was to be based on the demands on the market; the adjustments will be more focused on how it will be advantageous to the entire organization. This was made possible by a term of coordinated professional. The second stage was to involve the senior most employs of the organization. The senior employees where the directors who where five in number they where undertake the valuation of the company and state what the company needed. The board reviewed on the companies operations and performance and it was taken to task and evaluated upon. They suggested on a group of some employees to ensure that the proposals are made appropriately. There where a group of 130 members to be involved in the process (Murby & Gould, 2005). The following step it was about strategy based, they where efforts on how to transform and carry out the changes. The way forward about the company’s’ future was also strategized by the team of 130 members. The fourth was all about communication of f the vision this was to create a agreement along the 130 members (Murby & Gould, 2005). They created five major areas to lay their focus on, value creation was the major point of discussion and the other areas included strategic making and human behavior. This was the major balances that the team was to focus on. The fifth step was on creating short term goals, this was to avoid further loss, and they mainly focused on individuals’ and behavior that resulted in the achievements of the set goals. The other set was all about the cultural change values where kept in place and was to ensure sustained efforts need to drive the cultural change. The team was driven by the selection of a motivator in each group (MacKay, 2004). Lastly the organization embarked on the values of scoreboard and focused laid on financial performance. This was to maintain the competitiveness of British Aerospace, with change in culture of the organization. The value scoreboard was based first performance; the key to success was based on winning the business unit in a three year cash flow. The other included business unit value which was on the long term basis. The other issue was on the future basis in that it was focused on growth of the suppliers and assessments of their service delivery to enhance their service. There was also the issue of sales delivery through partnerships. The other focus was with the customers on which the priority was to satisfy the customers and at the same time .the other issue was on the innovation and technology it was to improve on the competitively of the organization to the external environment (Braam, 2012). The process was to crate a balance scoreboard to the organization. The greatest strength of the organization was to be based on a survey and evolution curried out upon a given period of time. CONCLUSION The balance scoreboard was achieved thorough a process of collective responsibility and inclusion of all the employees in way. Evaluation was to be carried out to find out where the process was being undertaken on the expected and set targets. The balance score board involved all sector of the organizations and the outcome was to felt ion the positive ways. The balance score board can be applied in both the private and public sectors (Braam & Nijssen, 2011). It’s important to note that the whole concept is to evaluate the failures of the company’s’ policies and carry out reforms and evaluate them in a way that they bring immediate change to the whole process. References Braam, G. J. M. (2012). Balanced Scorecard's interpretative variability and organizational change. In C.-H. Quah & O.L. Dar (Eds.), Business Dynamics in the 21st Century (pp. 99-112). Retrieved from http://www.intechopen.com/books/business-dynamics-in-the-21st-century/balanced-scorecard-s-interpretative-variability-and-organizational-change Braam, G. J. M. & Nijssen, E. J. (2011). Exploring antecedents of experimentation and implementation of the balanced scorecard. Journal of Management & Organization, 17(6), 714-728. Retrieved from http://jmo.e-contentmanagement.com/archives/vol/17/issue/6/article/4121/exploring-antecedents-of-experimentation-and MacKay, A. (2004). A practitioner’s guide to the balanced scorecard: A practitioners’ report based on: Shareholder and stakeholder approaches to strategic performance measurement using the balanced scorecard. Chartered Institute of Management Accountants. Retrieved from: http://www.cimaglobal.com/Documents/Thought_leadership_docs/tech_resrep_a_practitioners_guide_to_the_balanced_scorecard_2005.pdf Murby, L., & Gould, S. (2005). Effective Performance Management with the Balanced Scorecard: Technical Report. Chartered Institute of Management Accountants. Retrieved from: http://www.cimaglobal.com/Documents/ImportedDocuments/Tech_rept_Effective_Performance_Mgt_with_Balanced_Scd_July_2005.pdf Read More