Case Studies

Here is a selection of case studies from our customers and global best-practice clients. These in-depth real-world accounts make essential reading for anyone in the field and are free to download.

 

Big Data Case Study Collection: 7 Amazing Companies That Really Get Big Data
Big Data Case Study Collection: 7 Amazing Companies That Really Get Big Data This case study collection contains 7 big data use cases and will give you a good insight into the ways big data is used in practice. Companies featured range from industry giants like Google, Amazon, Facebook, GE, and Microsoft, to smaller businesses which have put big data at the centre of their business model, like Kaggle and Cornerstone.
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Implementing a performance management framework at Essex Police
Implementing a performance management framework at Essex Police A robust, and leadership-driven, communications strategy has been critical in securing buy-in within an organization with a long history of “new” approaches to performance management and measurement.
Essential Reading!
Creating and Implementing a Balanced Scorecard: The Case of the Ministry of Works - Bahrain
Creating and Implementing a Balanced Scorecard: The Case of the Ministry of Works - Bahrain This newly updated in-depth case study describes how the Bahrain Ministry of Works has created and implemented a world-class Balanced Scorecard to help them define and execute their strategy. The case study outlines how the balanced scorecard and strategy maps have been cascaded into the organisation and how accountability for performance has been assigned to 170 objective owners. It also outlines how an office of strategy management has been set up to facilitate the strategy management process and how performance review meetings are used to monitor progress.
Raising Quality through the Balanced Scorecard: The Case of the Chartered Quality Institute
Raising Quality through the Balanced Scorecard: The Case of the Chartered Quality Institute The UK’s professional body for quality management professionals, the Chartered Quality Institute (CQI), has implemented a Balanced Scorecard to better focus its strategic priorities and to more effectively manage the business. With scorecard adoption championed by the CEO, the actual design of the CQI’s Balanced Scorecard differs somewhat from a classic format. At CQI the finance perspective is positioned vertically to the left of the other three scorecard perspectives of customer, process, and learning and growth. As well as listing supporting strategic initiatives, the CQI’s scorecard system is used to more efficaciously manage organizational risk. Colour-coded Heat Maps are proven useful for this and other purposes.
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Executing Strategy and Aligning Financial Planning: Balanced Scorecard Best Practice at RBGE
Executing Strategy and Aligning Financial Planning: Balanced Scorecard Best Practice at RBGE This case study explains how RBGE created a strategic performance management framework that contains objectives in five interconnected perspectives. The framework depicts how its activities deliver the desired impact and outcome objectives, all of which are underpinned by resource and governance objectives. The case study also describes how the Strategic Objective Costing System has been aligned to the Balanced Scorecard so that it provides information to senior management on where staff efforts (and costs) are being deployed and how this is contributing to the delivery of the strategic objectives.
Featured!
Delivering Success: How Tesco is Managing, Measuring and Maximising its Performance
Delivering Success: How Tesco is Managing, Measuring and Maximising its Performance Tesco is one of the world’s most successful companies. This case study outlines how this world-leading retailer is managing, measuring and maximising its performance. It describes the performance framework used to manage the business globally, outlines how the performance framework is being cascaded and communicated, and illustrates how Tesco is engaging its employees in performance management. In addition, it highlights Tesco’s approach to collecting the right data and its ability to turn this data into customer and business relevant decisions.
Essential Reading!
Creating and Implementing a Balanced Scorecard: The Case of the Ministry of Works - Bahrain
Creating and Implementing a Balanced Scorecard: The Case of the Ministry of Works - Bahrain This newly updated in-depth case study describes how the Bahrain Ministry of Works has created and implemented a world-class Balanced Scorecard to help them define and execute their strategy. The case study outlines how the balanced scorecard and strategy maps have been cascaded into the organisation and how accountability for performance has been assigned to 170 objective owners. It also outlines how an office of strategy management has been set up to facilitate the strategy management process and how performance review meetings are used to monitor progress.
NEW!
Building a Strategy Map to Drive Performance Accountability and Improvement: The Case of Audit Scotland
Building a Strategy Map to Drive Performance Accountability and Improvement: The Case of Audit Scotland This case study describes the best-in-class implementation of a performance management framework in form of a strategy map with supporting Key Performance Questions and Key Performance Indicators. It shows how Audit Scotland, the nation’s independent auditor of public bodies, was able to distill the long stakeholder wish-list down to a simple and focused strategy map. Outlining the strategic priorities on just one page using simple language has completely transformed the way Audit Scotland is managing its performance to ensure external accountability and internal performance improvements.
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Building a Strategy Map for Health and Social Care Regulation: The Case of the Regulation and Quality Improvement Authority
Building a Strategy Map for Health and Social Care Regulation: The Case of the Regulation and Quality Improvement Authority This case study describes how Northern Ireland’s Regulation and Quality Improvement Authority developed and implemented a Strategy Map and strategic performance management framework. The case outlines the myriad benefits that RQIA has thus far achieved from deploying a Strategy Map and explains some of the most significant challenges it has faced along the way. Also described are the critical factors for success, such as broad stakeholder buy-in, expert external facilitation as well as leadership and ownership from the top.
Raising Quality through the Balanced Scorecard: The Case of the Chartered Quality Institute
Raising Quality through the Balanced Scorecard: The Case of the Chartered Quality Institute The UK’s professional body for quality management professionals, the Chartered Quality Institute (CQI), has implemented a Balanced Scorecard to better focus its strategic priorities and to more effectively manage the business. With scorecard adoption championed by the CEO, the actual design of the CQI’s Balanced Scorecard differs somewhat from a classic format. At CQI the finance perspective is positioned vertically to the left of the other three scorecard perspectives of customer, process, and learning and growth. As well as listing supporting strategic initiatives, the CQI’s scorecard system is used to more efficaciously manage organizational risk. Colour-coded Heat Maps are proven useful for this and other purposes.
The Role of Board Members in Strategy Execution: How an Effective Board helps to Drive Performance
The Role of Board Members in Strategy Execution: How an Effective Board helps to Drive Performance Ensuring effective strategic performance delivery is the responsibility of boards. Effective boards ensure that the appropriate performance frameworks are put in place and that they receive meaningful information with which to monitor the delivery of the strategic performance objectives. This case study outlines how one leading organization has succeeded in creating an effective board that focuses on strategic decision making and performance improvement. The case study illustrates the vital role board members play in managing organisational performance and how to closely engage them in the processes and practices of performance management.
Mapping, Measuring and Managing Capabilities for Strategic Benefit: The Case of AWE plc
Mapping, Measuring and Managing Capabilities for Strategic Benefit: The Case of AWE plc In today’s business context, it is crucial that organisations are able to manage and sustain the relevant capabilities to meet the business challenges ahead of them. This management case study outlines how the Atomic Weapons Establishment (AWE) uses best practice and thereby identifies, assesses and manages its capabilities to ensure the delivery of its crucial strategic mission: providing and maintaining the nuclear warheads for the UK’s nuclear deterrent system, carried by Royal Navy Vanguard-class submarines.
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Implementing an IT Service Balanced Scorecard: Getting it Right the Second Time Round
Implementing an IT Service Balanced Scorecard: Getting it Right the Second Time Round The case study describes how, after a failed first attempt, an Information Management Services (IMS) unit of a major organization succeeded with the Balanced Scorecard after receiving good external training and facilitation that, amongst other things, stressed the absolute importance of creating a Strategy Map. The case also illustrates how performance coordinators within the Business Units are responsible for the monthly collection and reporting of scorecard information and how a performance sub-committee meets on a monthly basis to discuss scorecard performance.
New - Just Added
Implementing a Performance Management Framework at Essex Police
Implementing a Performance Management Framework at Essex Police A robust, and leadership-driven, communications strategy has been critical in securing buy-in within an organization with a long history of “new” approaches to performance management and measurement.
Executing Strategy and Aligning Financial Planning: Balanced Scorecard Best Practice at RBGE
Executing Strategy and Aligning Financial Planning: Balanced Scorecard Best Practice at RBGE This case study explains how RBGE created a strategic performance management framework that contains objectives in five interconnected perspectives. The framework depicts how its activities deliver the desired impact and outcome objectives, all of which are underpinned by resource and governance objectives. The case study also describes how the Strategic Objective Costing System has been aligned to the Balanced Scorecard so that it provides information to senior management on where staff efforts (and costs) are being deployed and how this is contributing to the delivery of the strategic objectives.
Delivering Success: How Tesco is Managing, Measuring and Maximising its Performance
Delivering Success: How Tesco is Managing, Measuring and Maximising its Performance Tesco is one of the world’s most successful companies. This case study outlines how this world-leading retailer is managing, measuring and maximising its performance. It describes the performance framework used to manage the business globally, outlines how the performance framework is being cascaded and communicated, and illustrates how Tesco is engaging its employees in performance management. In addition, it highlights Tesco’s approach to collecting the right data and its ability to turn this data into customer and business relevant decisions.
Performance Management, Analytics and Business Intelligence: Best Practice Insights from the Police
Performance Management, Analytics and Business Intelligence: Best Practice Insights from the Police This case study outlines how Durham Constabulary introduced a Plan on a Page (a strategic map). The Plan – which is supported by Key Performance Questions (KPQs), Key Performance Indicators (KPIs) and strategic initiatives – was introduced to overcome challenges around strategy execution, most notably around securing clarity at senior executive and devolved levels as to the constabulary’s core deliverables (what it had to be good at) and how these would be delivered. It also discusses how the organisation has aligned data collection, analytics and interpretation to generate better business (and Police) intelligence.
Implementing a Performance Scorecard in a Global Organization: Creating a Roadmap for the International Baccalaureate
Implementing a Performance Scorecard in a Global Organization: Creating a Roadmap for the International Baccalaureate This case study outlines how the International Baccalaureate (IB) organization has managed the global implementation of a performance scorecard. The case study illustrates how it created a strategy map outlining a roadmap to global success as well as a heat map to highlight current priorities and performance levels. IB is using the roadmap to review, challenge and fine tune its strategy. It also shows how managers were able to design relevant and meaningful key performance indicators to monitor and manage performance.
Managing Healthcare Performance: Best Practice at the Award-winning Northumbria Healthcare NHS Foundation Trust
Managing Healthcare Performance: Best Practice at the Award-winning Northumbria Healthcare NHS Foundation Trust The challenge for healthcare leaders today is balancing clinical performance with excellent customer service, regulatory compliance and financial control. This case study describes how a leading healthcare organization has successfully implemented a strategic performance management framework to guide the organization towards its ambitious performance goals of delivering world-class healthcare. It outlines how Northumbria Healthcare developed and implemented a strategy map with aligned action plans and performance metrics to monitor and improve performance for patients.
Deploying a Strategic Performance Management Framework to Better Deliver Social Services: The Case of the Care Council for Wales
Deploying a Strategic Performance Management Framework to Better Deliver Social Services: The Case of the Care Council for Wales The Care Council for Wales (CCW) has taken a significant step in its evolutionary approach to strategic performance management by creating a Strategy Map and a set of Key Performance Questions and Key Performance Indicators. It has also placed greater rigour around the identification of strategic initiatives. The creation of this strategic performance management framework has enabled CCW to transition from being primarily output and activity oriented to an organization that is more outcome and performance focused.
Energising Performance: The Case of the Nuclear Directorate of the Health and Safety Executive
Energising Performance: The Case of the Nuclear Directorate of the Health and Safety Executive The Nuclear Directorate which is currently part of the UK’s Health and Safety Executive has built a strategic performance management framework comprising a Strategy Map (called a Plan-on-a-Page) and accompanying Key Performance Questions (KPQs), Key Performance Indicators (KPIs) and strategic initiatives. The framework which was built to assist a planned Directorate transition to a statutory organization provides a powerful steer to a transformation programme that aims to significantly improve performance to three dimensions. This management case study explains how the Directorate built the Plan-on-a-Page and how the implementation of such a strategic performance management framework is set to become extremely important in contending with the severe public sector spending cuts in the UK.
Updated!
Measuring and Managing Performance in Local Government: Best Practice at Belfast City Council
Measuring and Managing Performance in Local Government: Best Practice at Belfast City Council This newly up-dated management case study illustrates the implementation of a strategic performance management system in Belfast City Council. It outlines: how politicians and public servants agreed on one strategy; how this strategy was then mapped into a value creation map; how this map was then used to identify and agree on priorities, how relevant and meaningful key performance indicators were designed; and how processes were put in place to ensure performance information is used to extract management insights and inform learning and future performance improvements.
 Performance Management in Not-For-Profit Organisations: Best Practice at the Motor Neurone Disease Association
Performance Management in Not-For-Profit Organisations: Best Practice at the Motor Neurone Disease Association This case study describes how the Motor Neurone Disease (MND) Association, a significant Third Sector charitable organisation, has created and implemented a best-in-class strategic performance management system to help them define and execute their strategy. The case study outlines how the Association has developed a strategic map, a set of meaningful key performance indicators as well as relevant performance reports and performance reviews that have transformed the way the organisation is managed. Real performance insights, better-informed decision making, and outcome-focused performance reporting have all led to improved organisational performance.
Implementing a Performance Scorecard for a Collaborative Commercial Agency: Mapping, Managing & Monitoring a Pathway to Success
Implementing a Performance Scorecard for a Collaborative Commercial Agency: Mapping, Managing & Monitoring a Pathway to Success This case study outlines how the North West Collaborative Commercial Agency developed a performance management framework comprising a strategic map with supporting objectives and action plans. It also outlines how the organization deploys a color-coded heat map to prioritize activities and how it uses key performance questions and key performance indicators to monitor progress. Finally, the case study highlights the key benefits of a Scorecard implementation for both large and small organizations.
Cascading Balanced Scorecards: Using Strategic Maps to make Performance Relevant to RAF Stations
Cascading Balanced Scorecards: Using Strategic Maps to make Performance Relevant to RAF Stations This management case study outlines how the Royal Air Force cascaded its overall balanced scorecard reporting approach into RAF Stations. In particular this case study illustrates how the creation of local strategic maps and the design of local key performance questions and key performance indicators was able to reconnect stations with strategic performance management and help them overcome the frustrations of a previously seemingly irrelevant performance reporting mechanism. Stations were able to agree on an aligned and integrated set of strategic objectives together with a number of meaningful performance indicators which help the station commanders to answer their key performance question and ultimately improve future performance.
Outcome-Based Performance Management: Christchurch City Council Drives Toward a Long-Term Strategic Horizon
Outcome-Based Performance Management: Christchurch City Council Drives Toward a Long-Term Strategic Horizon Many organisations, especially in the government sector, are aiming to create more outcome-based performance management systems. The aim of these systems is to prioritise strategic objectives, clearly articulate the intended impacts, and to focus management attention onto the things that matter the most. This management case study outlines how Christchurch City Council has put this into practice using the Balanced Scorecard approach with strategy maps, long-term community council plans, the Malcolm Baldrige framework, and an intranet-based performance management software tool.
Using Performance Management to Transform a Failing Organization: The Improvement Journey of North East Lincolnshire Council
Using Performance Management to Transform a Failing Organization: The Improvement Journey of North East Lincolnshire Council This case study illustrates how an organization used Performance Management to turn itself around from the worst performing Local Authority in the country to one that is on a performance improvement journey, heading towards top performance. This case study should of interest to most organizations as it illustrates the essential role of senior leadership buy-in and support to change the organizational culture and make it performance focused. It also demonstrates how the organization managed to agree strategic priorities (which is so vial in difficult economic times) and improve its data quality to generate management insights that lead to real performance improvements.
Getting a Handle on IT Governance: Experiences of using Strategy Maps at the Bank of England
Getting a Handle on IT Governance: Experiences of using Strategy Maps at the Bank of England This case study outlines how the Bank of England improved its IT Governance by mapping its strategy and designing meaningful performance indicators. The case study also illustrates how the Balanced Scorecard, Strategy Maps and the CORBIT framework can be combined to deliver a powerful IT governance model.
Measuring and Managing Performance in the Royal Air Force
Measuring and Managing Performance in the Royal Air Force This management case study illustrates the implementation of a strategic performance management system in the Royal Air Force. It outlines how a scorecard reporting approach was designed and implemented, in particular, it highlights the importance of integrating performance management with risk management, it discusses the problem of objective versus subjective measurement and it outlines the challenges of automating the system using a custom-built performance management software application.
Measuring and Managing Intangibles: The Scottish Intellectual Assets Centre
Measuring and Managing Intangibles: The Scottish Intellectual Assets Centre This management case study is about managing and measuring intangibles and performance managment in SMEs. It outlines how the Intellectual Assets Centre visualised their strategy with all its intangible value drivers and identified key performance questions and key performance indicators to help them better manage their intangibles going forward.
Value Creation Maps & Assessment of IT Investments: Going beyond the business case at Novo Nordisk
Value Creation Maps & Assessment of IT Investments: Going beyond the business case at Novo Nordisk In this case study we explore the use of value creation maps to assess the impact and benefits of IT investments. At the core of this case is the illustration of how Novo Nordisk, a leading pharmaceutical company and the market leader in diabetes care, used this approach to assess the impact of one of their IT projects. Overall, this case illustrates the importance of aligning any IT (or project) assessment methodology with the corporate strategy.
‘Believing’ in Performance: Measuring and Managing What Matters in Chaplaincy
‘Believing’ in Performance: Measuring and Managing What Matters in Chaplaincy This case study describes how a religious organisation has implemented a performance measurement and management system to drive performance improvements. This case outlines how the Chaplaincy Branch in the Royal Air Force went about creating a Balanced Scorecard (BSC) and measuring what was previously considered immeasurable. In particular, this case illustrates how the management team overcame some strong scepticism about measurement to create a system that now allows the board to manage and improve what matters.
Key Performance Indicators: The 75+ Measures Every Manager Needs to Know
Bernard Marr
Performance indicators are essential tools which will tell you if your business is on target or veering off course. Using the right indicators will help you deliver the right results. Key Performance Indicators cuts straight to the 75 + KPIs that ...
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Discover the right Key Performance Indicators for your business.
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The Advanced Performance Institute