Volkswagen Do Brasil: Driving strategy with the Balanced Scorecard.
Case Questions:
Briefly summarize the reasons and key objectives Schmall had for introducing and incorporating a Balanced Scorecard at VWB. (Reminder: This is not an outline of what is on the VWB BSC. This is your interpretation of what you read in the case and the imperatives of the BSC from your reading during week 4.)
How does the strategy map (exhibit 4) and the Balanced Scorecard (exhibit 5) help Schmall and Senn implement the new strategy? What are the strengths and weaknesses of the scorecard and its implementation?
For each of the four processes (Translating the Vision, Feedback and Learning, Business Planning, Communicating & Linking) , provide one example of how VWB used the process for managing strategy as part of the implementation of their new BSC-based management system. [Refer to week 4 article:Using the Balanced Scorecard as a Strategic Management System.]
Schmall has a decision to make regarding production levels and discretionary spending for the future. (mentioned in the initial summary section and at the end on p. 10) What information from the BSC should the basis for his decision-making for this uncertain future? What might you recommend he and his leadership team do and why?
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