Ministry of Works-Bahrain: Balanced Scorecard on the System - Case Study Example

INDIVIDUAL PROJECT Name: Course: Tutor: Institution: City Date Individual project Summary The case of the Ministry of Works-Bahrain’s creation and implementation of a balanced scorecard reflects on the system enabled to facilitate and execute the strategy of prestigious balanced scorecard hall of fame in 2009.with the government’s aim of vision 2030, the scorecard aligns itself for social and economic transformation. The country in Arab world has slightly over one million people in the population and has the freest and fastest growing economy according to reports. The vision’s unveiling was an outcome of consultation in a period of four years in regards to representation from private and public sectors, international bodies and academia. The vision aims at improving living standards, reforming of the government through radical measures, widespread privatization, offering better health and education as well as enhancing the quality of life in the nation. All the ministries within the nation have to be aligned with the strategies of the vision. The public-private partnership was the enhancing harness as measure of getting the forces while effective collaboration and coordination was instrumental. Sustainable quality services had to be inclusive while the leading professional organizations were involved with the process. A corporate strategy map was obtained while the balanced scorecard cascaded into organization reliant on accountability as well as performance assigned to objective owners totaling to over 280. An outline of the office strategy management was implemented to regard the roles of different business plans and review the progress meetings. The Ministry of Works then integrated the risk management with strategies at the levels of corporate trough reports. From the obtained analysis, the reports were placed on the balanced scorecard to ensure they achieved the target. The balanced scorecard was then used as the blueprint for ensuring all streamlined activities, strategies and goals were aligned with expectations with the intended outcomes of vision 2030. Implementation Steps Once the revitalization and refocus on the scorecard effort was enabled, the implementation steps were determined into five phases. It required mobilization of change through executive leadership, translation of strategy into operation terms, aligning the organization to the determined strategies, making the strategies everyone’s job and finally enabling the continuous process of actualization. The steps began by holding of workshops in terms of awareness and developed training schedules. Cross-functional teams including managers were put into organized four teams that would develop the strategy maps. The above had to fit with the four themes used at the initial basis. A draft strategy was conducted through a workshop and it was made possible with harmonizing of the outcomes obtained whilst not deviating from the vision 2030 and the developed themes at the basis of the scorecard strategy formation. The public and private partnership theme enhances the growth of expanded infrastructure within the country from the previous years. Outsourcing of the support from private sector is instrumental to similar growth on a large scale. The quality service theme had to be linked with the MoW strategy, as there was no prior objective before the periods of its institution. Budget utilization was enhanced as well as increased numbers of staff in the certified forms of management in the projects. The key planning player strategic theme has led to implementation of the balanced scorecard. In turn, the country’s aligned strategies have been expected from the themes through economic development and ensuring the board is on song. The leading professional organizational strategic theme has led to training budget increase on a ten-fold basis while the staff performances have been great, thereby reducing turnovers as well as improved media perception. Success Factors of Measurement Systems The success factors gathered from the implementation of the project point to the five principles of strategy focused organization. The strategic alignment has the objective, which institutes the national, MoW, corporate or generated strategies according to the percentage impact on the overall basis. The essence of the measure is achieved within a specified timeframe according to the performance. In line with the appropriate theme, comprise components have to be achieved. The value benefit has the finances and sustainability according to the generated strategy of economical, environmental, cultural, and social dimensions. The ease of implementation is then pitted with the measure of duration and cost aligned according to the generated technical difficulty. A measure of percentage gives the shorelines of each component to determine the success and relevance according to the strategy from the roadmap. Critical Analysis Operation of the BSC System Operation of the BSC System requires the upgrading of employee knowledge whilst the functional costs have to be in line with the strategies developed at the management level. The developed vision has to manage the aligned strategy in place especially with view to achieve the vision 2030. Once the vision has been decided and a roadmap set, BSC system is operated on the alignment with relevant basis of the generated framework. It is then translated into implementation of objectives of the business unit. The governance cycles are then presented for supporting, driving, and managing of the BSC System through unit measures consequently generated after the harmonizing of cycles. A regulated timeframe offers the operational basis a clear depiction of the results according to the unit measures used just as the scorecard strategies. The risks are then calculated before implementing the intended scope of measures. The mark-evidenced decisions of the bases are made available according knowledge of the culture. Simulated results are then presented for the determination on the BSC measures for performance and management. The presented strategies are then communicated through most effective analysis especially with view on information and relevance of decisions. The data obtained from BSC is used to gain insights on appropriateness of the relevance according to the five themes deliberated on at the initial basis. Collection of the information is used from the data before its analysis. Objectives are set from the basis of the needs identified at the primary stage before their institution into the BSC system it helps on saving of the cots, time, and required process of re-integrating the necessary steps for judgment. Enablers and information technology applications necessary to the cause are then made significant with vision. Critical factors in Implementation of BSC In implementing the BSC, system it is critical to note that it require significant financial outlay especially at the initial basis. The most appropriate mechanism is through BSC derivatives since they help the management bodies align the visions with strategies and implementation outlines to the latter. The assessment is then made easier from the unit strategies into the measurement systems especially with provision of a comprehensive timeframe. Coherent measures are then determined by the applied knowledge and onus. The internal business perspective is then scrutinized especially with the five themes. Marr (2010, 23) state that the management has to decide on the kind of partnership in the course of enabling alignment and its application with the relevant capabilities. The future growth and profitability is then calculated with implementation roadmaps on the line for success or failure according to the BSC system. One of the major advantages of the BSC system is through the learning and adoption of the strategies in an organization. Through learning of the implementation strategies used in the system, an organization can profit from improved internal business processes. Corrective actions at the required levels can be tedious especially since the system deals with people’s input and their efforts are translated into percentage calculations. The auditing in terms of quality becomes necessary in terms of objectives used in the BSC measures, targets, timelines and initiatives as well as the reporting. Assessment delivers the system units on quality especially with involvement of MOW when the process is through performance indicators. Key performance indicators help subset the selected and important measures according to performance. Specific, measurable, ambitious, relevant, and time-bound dimensions are then critical for the outcome of the measure and this can reflect on the implementation criteria. Practical Implications Automation within BSC has helped improve strategy management in the country especially from Palladium. It has been strategic since decision-making, performance assessment based on objectives and progress initiatives have been realized in the country. MOW enabled repository from the previous regimes have been improved consequently through automated solutions. In addition, the program did not entirely rely on the technological performance and outlay, thereby reducing costs and reliance especially with the workforce involved. In addition, various organizations, especially with the two hundred mark of the workforce can be attributed towards the streamlining effect brought about by implementation of BSC. Marr (2010, 23) argues that the creation and protection of value within the organization is realized on an easier basis as compared to the integration process. In addition, it becomes part of the tailored mechanism enhances the use of human capital coupled with cultural factors into account and generated measures according to the system and functionality. Risks have also been reduced since the strategies implemented cover the associated dimensions of each system unit according to a particular organization. Through the ongoing basis, risks have been monitored while following on the roadmap used in implementation of mitigate the factors. . The assessment is then made easier from the unit strategies into the measurement systems especially with provision of a comprehensive timeframe. Coherent measures are then determined by the applied knowledge and onus. The internal business perspective is then scrutinized especially with the five themes. Project management offices are then credited with the monitoring and assessment of the relevance contained in each system unit as per the scorecard and its performance counter. Learning Reflections In my organization, the implementation of the business scorecards system can be used to increase the performance of the employees based on a vision of increased output and knowledge based. In the first instance, the management can enhance training as means of aligning the vision to all the workers with uniformity. Once the roadmap is enhanced on attaining it, all the performance measures can be used to gauge the effect according to a timeframe. In addition, any assessments and noted contradictions can then be eliminated to save on finances, information, and the need for technical aspects. An outline of the office strategy management is implemented concerning the roles of different business plans. It is then reviewed on the progress meetings. Reference: Marr, B 2012, The intelligent company: five steps to success with evidence-based management. Chichester, West Sussex, U.K., John Wiley, & Sons. Read More