As my case assignment for this module, I will carefully review this article, and then (in 3-4 pages) prepare my analysis of how Futura Industries implemented the balanced scorecard and its apparent effects. Gumbus, A. & Johnson, S.D. (2003, July). The balanced scorecard at Futura Industries. Strategic Finance. 85(1). 36-42. Retrieved August 20, 2009, from http://proquest.umi.com/pqdweb?sid=1&vinst=PROD&fmt=6&startpage=-1&clientid=29440&vname=PQD&RQT=309&did=370139621&scaling=FULL&vtype=PQD&rqt=309&TS=1226799369&clientId=29440
My analysis should be structured along the lines I’ve been using this far in these cases:
Why did Susan Johnson, Futura's President, emphasize the learning and growth perspective over the other balanced scorecard perspectives?
Susan Johnson, Futura's President, emphasize the learning and growth perspective over the other balanced scorecard perspectives because she believe the learning and growth quadrant is the most important dimension in the balance score card because people who are respected, trusted, and challenged to grow are the foundation of future. The learning, innovation, and growth dimension provides the building blocks that generate success in the remaining three quadrants: customer service, financial, and internal operations.
What specifically does Futura measure, and what types of measurements do they use to evaluate the company's learning and growth?
They specifically measure Safety, Employee Proficiency in different area of Corporate Culture, Annual Performance, Personal Development Review, Customer Services, Internal Operation and Financial. Futura uses the BSC to focus on two competitive weapons that put it ahead in a saturated marketplace--their ability to hire and retain the best people and their devotion to the customer. The management staff asked a basic question when determining customer metrics, "How do you give good customer service?" The...
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