Running Head: ROBIN HOOD CASE STUDY
University of Maryland University College
Analysis of the Robin Hood Case Study
This paper will identify Robin Hood’s organizational strategy by using the Balanced Scoreboard approach, based on the framework of performance measurement. According to Thompson (2005), “the scoreboard approach to objective settings advocates using a company strategic vision and strategy as the basis for determining what specifics strategic and financial outcomes are appropriate measures of the progress a company is making” (p. 30). This approach will examine the following four objectives: (a) internal business process, (b) the customer, (c) financial, and (d) innovation. An analysis of Robin Hood case study will expand on each of these objectives by addressing the issues in the case study that resulted in the band’s failure and by providing recommendations to improve organization. Issues within the Organization
The Robin Hood case study had numerous issues within his organization. The first issue was the organization’s mission. Robin Hood’s mission was to welcome and seek members to pursue a personal vendetta against the Sheriff and his administration. Subsequently, the relationship between Robin Hood and the band members became chaos. The band members turned against Robin Hood’s principles and the communication failed when attempting to plan a new strategy. Another issue within the Robin’s organization was the low-profit revenues, which caused limited resources and low productivity among the Merrymen. The last issue is the decision-making process within the organization. Robin Hood took charge by making all the decisions and denied the members’ creativity of being more independent.
Applying the Balance Scoreboard Approach
According to Thompson (2005), “identifying a company’s strategy is reflected in its actions in the marketplace and the statements senior managers about the company’s current business approaches...” (p. 4). As shown in Table 1, identifying a company’s strategy is an important factor and the most fundamental concept that business must posses in order to achieve success (See Appendix A). By identifying the organization’s strategy, the Balanced Scoreboard approach will give Robin Hood a prominence to developing a formal company mission, strategic objectives and strategies to achieve the organization’s goals. Internal Business Process
To satisfy the customers, what business processes must Robin excel at? Robin Hood needs to rethink his strategic planning. Strategic planning is very critical to organizations because strategies are the basis for the development of a working business process. Thompson further states “strategic planning is the process of deciding the competitiveness moves and approaches that will increase the business” (p. 15). Robin Hood’s organization can obtain goal by developing a short and long-term target. When seeking a short-term target that would help the company’s strategy, Robin Hood should consider changing the organization’s mission statement. Robin Hood’s mission was a personal revenge towards the Sheriff. Changing the mission statement will allocate a committed team of leaders. If committed team of leaders existed, the organization can create a formal strategic planning process. To further this process, Thompson suggests “(a) analyze the environment and vision, (b) identify the organizational strengths and resources, (c) craft a strategy, (d) implement and execute the strategy, and (e) monitor the performance” (2005, p.18). Smith further substantiates this short-term target by stating that “committed leadership is the single most important ingredient in the successful implementation of strategic principles and practices because leadership helps establish a sense of urgency around change initiatives, generates short-term wins, consolidates wins, and anchors new approaches to business and work in the...
References: Smith, D., & Blakeslee, J. (2002). Strategic six sigma: Best practices from the executive suite. New Jersey: John Wiley & Sons, Inc.
Thompson, A., & Strickland, A. (2005). Strategic management: Concepts and cases (14th ed.). New York: Mc-Graw Hill.
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