Cases 11 Boston Lyric Opera
Case xx - Boston Lyric Opera
Depended on digh donations from board members
Opera is very expensive to produce
Founded in 1976
Mission statement BLO
BLO has 46 doard of directors and 51 board of overseers
1998 expanded moved theatre. From 890 -> 1500 seats
BLO is the fastest growning firm
BLO challenges:
More subcribers to doners
Attact more funding
Contemplate a 2200 seat facility
Participants of the BSC process
Janice (general director, driving force)
Sue (introduced the BSC to BLO)
Ellen (highly experienced with BSC in NPO
Ken (want a more formal planning process)
Strategic Themes at BLO
Customer perspective Develop loyal and generous individuals (Try to target donors, enhance involvment)
Build the BLO reputation internationally (Launch unique program with best talent, diversity, set of standard)
Reach the boston area community ( Build community support,
Questions
Benefits of BSC: Get people enhanced, make top position say no to initiatives because not correlates to the BSC
Challenges: Some people don’t like the BSC (especially older), nobody want to be control, some critics are that the opera will loss its soul, loss creativity
Other disadvantage on BSC: Have to communicate to employees, it them enhanced etc.
Maybe the put it in the back of the room, not maintained
Are people empowered? Younger ones are, not older. Overall empowers them
Q5. Interactive approach
Key of development of BSC
Involvement of the top management
Group work
Measures in NPO
Target
Higher number of consumers, children helped, etc.
Methods
NPO measures can be quantified, fx. Customer satisfaction, Indeks over doners/ (change in donors/donors) +
Initiatives (how to reach target though methods)
Actions/initiatives to reach a higher target (code of conduct, events etc. )
Discussion
Target is unique performance, -> Define what is unique performance
Group 3
Launch a unique comprehensive residency program that would attract the best young
Depended on digh donations from board members
Opera is very expensive to produce
Founded in 1976
Mission statement BLO
BLO has 46 doard of directors and 51 board of overseers
1998 expanded moved theatre. From 890 -> 1500 seats
BLO is the fastest growning firm
BLO challenges:
More subcribers to doners
Attact more funding
Contemplate a 2200 seat facility
Participants of the BSC process
Janice (general director, driving force)
Sue (introduced the BSC to BLO)
Ellen (highly experienced with BSC in NPO
Ken (want a more formal planning process)
Strategic Themes at BLO
Customer perspective Develop loyal and generous individuals (Try to target donors, enhance involvment)
Build the BLO reputation internationally (Launch unique program with best talent, diversity, set of standard)
Reach the boston area community ( Build community support,
Questions
Benefits of BSC: Get people enhanced, make top position say no to initiatives because not correlates to the BSC
Challenges: Some people don’t like the BSC (especially older), nobody want to be control, some critics are that the opera will loss its soul, loss creativity
Other disadvantage on BSC: Have to communicate to employees, it them enhanced etc.
Maybe the put it in the back of the room, not maintained
Are people empowered? Younger ones are, not older. Overall empowers them
Q5. Interactive approach
Key of development of BSC
Involvement of the top management
Group work
Measures in NPO
Target
Higher number of consumers, children helped, etc.
Methods
NPO measures can be quantified, fx. Customer satisfaction, Indeks over doners/ (change in donors/donors) +
Initiatives (how to reach target though methods)
Actions/initiatives to reach a higher target (code of conduct, events etc. )
Discussion
Target is unique performance, -> Define what is unique performance
Group 3
Launch a unique comprehensive residency program that would attract the best young