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Edwards, Student (MBA), United Arab Emirates
Hi, I am currently doing a project on reorganisation and wondered if anyone had used a BSC for the proposition before? Thanks...
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BSC for Reorganization
Sohail Ejaz, Pakistan
Hi Edwards, one of the most effective use of a Balanced Scorecard (BSC) is to align various organizational units towards common mission & vision which would definitely involve a certain extent of reorganization. I think it is a good tool for that purpose, the most important factor is management commitment. |
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BSC for Reorganization
Thibor Szoke, Brazil
Hi Edwards, I work with customer facing in BM&FBOVESPA (exchange market) and I review my target using BSC. Itīs possible to see how the customer felt the changes in my organization for differents aspects. Itīs necessary to create such views about your client too (internal or external). Only this way we can analyze the changes. |
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BSC for Reorganization
Edwards, United Arab Emirates
Jan, I don't have one at the moment I am trying to develop or modify one to see if it could be used to reorganised a company or department, aligning KPI, vision and strategy, and operations. |
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BSC useful for Reorganization
Lopez Ana Maria, Argentina
Yes I have used and it is an excellent tool. We reorganized a food manufacturer company in Argentina with seven manufacturing plants and 6 branches. It was very usuful also in the case of company acquisitions and helped us to quickly react when there was an economic crisis in Argentina's economy in 2001. |
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BSC for Reorganization
Tayo Aduloju, Nigeria
Yes Edward, I have used the BSC for at least 10 reorganization projects in both in the public and the private sector.
The BSC has proved to be very effective in strategy articulation and communication of the reorganization agenda.
It also provides a framework to balance today's challenges with tomorrow's capabilities.
However, there's a need to understand that your strategy for reorganization must then redefine your structure. So like in all BSC deployments, you begin with the vision and mission review, set strategic objectives based on perspectives. Design the business value chain as it will have to be tomorrow, based on the new strategy. Then design the reorganized structure of the organization; review the strategic competencies/job families, and SBUs where they'll be domiciled within the new structure; work with teams to assign strategic corporate level objectives and manage cascading and drill down process.
Lastly, change processes must run simultaneously with deployment. |
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