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Any large scale change endeavor requires a great

deal of effort on the part of a given organization to

implement. Implementing a corporate wide BSC based

performance management system is no different. In

implementing such a system, organizational leaders face

the challenge of overcoming organizational inertia

rooted in resistance to change. This is no easy

challenge, and is one of the major reasons why the

majority of BSC initiatives (or large scale change

initiatives in general) fail.

In this module, therefore, we are going to look at the

BSC not due to its value as a means of integrating

strategy with operations or due to its usefulness as a

performance management tool. Rather, in this module

we are going to put on our organizational dynamics

consultant hat and consider what it takes to implement

a large scale organizational change endeavor.

In your own words, 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.

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/Imported

Documents/Tech_rept_Effective_Performance_

Mgt_with_Balanced_Scd_July_2005.pdf

 

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