Propelling the Salvation Army Towards Success with the Balances Scorecard
EXECUTIVE SUMMARY
In light of the massive adverse publicity surrounding non-profit organizations and charities, the key objective of the Salvation Army (“the Army”) in the coming years is to increase public confidence. Increasing public confidence arguably leads to increase in public donations that will allow the Army to extend its reach to more needy people in Singapore.
This calls for a major overhaul in the Army’s organisation strategy, as new strategies need to be formulated to rise to the challenges of the turbulent environment. An organizational change is expected of the Army and the communication of change represents the key to a successful implementation of the new corporate strategy.
Engaged to engineer the change, our consulting team will orchestrate the process in four stages. Firstly, we scrutinize the external environment in which the Army operates in and identify the key threats and opportunities in the near future. Next, we would perform a critical strategic analysis of the Army’s existing strategic framework and evaluate its strengths and weaknesses against the environmental threats and opportunities. Subsequently, we will propose changes to its strategic framework to better minimize the threats and capitalize on the opportunities. Lastly, we recommend the use of the Balanced Scorecard as a strategy management system to communicate the organizational change and execute its strategies.
Designed by Robert S. Kaplan and David P. Norton, the Balanced Scorecard has been used by many profit-maximizing organizations and received spectacular success. As a strategic management tool that aligns employees to organizational goals and objectives, the BSC is equally applicable in the context of a charitable organisation.
We espoused that if the pitfalls are cautiously avoided and the difficulties circumvented, the benefits brought about by the BSC will outweigh the cost of implementation. Careful use of the BSC will propel The Salvation Army towards
In light of the massive adverse publicity surrounding non-profit organizations and charities, the key objective of the Salvation Army (“the Army”) in the coming years is to increase public confidence. Increasing public confidence arguably leads to increase in public donations that will allow the Army to extend its reach to more needy people in Singapore.
This calls for a major overhaul in the Army’s organisation strategy, as new strategies need to be formulated to rise to the challenges of the turbulent environment. An organizational change is expected of the Army and the communication of change represents the key to a successful implementation of the new corporate strategy.
Engaged to engineer the change, our consulting team will orchestrate the process in four stages. Firstly, we scrutinize the external environment in which the Army operates in and identify the key threats and opportunities in the near future. Next, we would perform a critical strategic analysis of the Army’s existing strategic framework and evaluate its strengths and weaknesses against the environmental threats and opportunities. Subsequently, we will propose changes to its strategic framework to better minimize the threats and capitalize on the opportunities. Lastly, we recommend the use of the Balanced Scorecard as a strategy management system to communicate the organizational change and execute its strategies.
Designed by Robert S. Kaplan and David P. Norton, the Balanced Scorecard has been used by many profit-maximizing organizations and received spectacular success. As a strategic management tool that aligns employees to organizational goals and objectives, the BSC is equally applicable in the context of a charitable organisation.
We espoused that if the pitfalls are cautiously avoided and the difficulties circumvented, the benefits brought about by the BSC will outweigh the cost of implementation. Careful use of the BSC will propel The Salvation Army towards
References: About Us: Mission: The Salvation Army, International. (n.d.). Retrieved 26 Feburary, 2008, from The Salvation Army, International Web site: http://www.salvationarmy.org/ihq/www_sa.nsf/vw-sublinks/2AF3956053A88A5E80256D4E003B4965?openDocument Atkinson, A C.Hax, A., & S.Majiluf, N. (1991). The strategy concept and process: A Pragmatic Approach. New Jersey: Prentice Hall, Englewood Cliffs. F., F., H., T., S., S., & W., M. (2002). Theory and Application of a tool for Value-Based Sustainability Management. The Sustainability Balanced Scorecard . Center of Sustainability Management, University of Lueneberg. FAQ: The Salvation Army, Singapore. (n.d.). Retrieved 25 Feburary, 2008, from The Salvation Army, Singapore Web site: http://www1.salvationarmy.org/singapore Gallagher, K., & Weinberg, C Julia, N. (n.d.). "Free Starbucks for a donation help raise funds for Salvation Army. " Channel News Asia 07. Retrieved 3 March, 2008, from The Salvation Army, Singapore Web site: http://www1.salvationarmy.org/singapore Kemp, E Orsted, D. (February, 2008). An integrated approach to developing leaders for residential care in the Salvation Army. Serafin, T. (2 March, 2008). Charity Case. The Charity Council. (26 November, 2007). Publications: Charity Portal. Retrieved 28 2, 2008, from Charity Portal Web site: https://www.charities.gov.sg/charity/index.do The Salvation Army: Wikipedia