Strategy Management Case Studies

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.
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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.
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 ...
KPI Library
Discover the right Key Performance Indicators for your business.
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The Advanced Performance Institute