The Chief Executive Officer (CEO) of the London Public Library (LPL) had developed and had begun to implement a strategic plan to improve the LPL. The strategic plan was on a balanced scorecard. The four perspectives of the Balanced Scorecard were measured: the community perspective of internal processes perspective, the organizational readiness perspective and the financial perspective. With two years before the deadline to achieve the plan, the CEO had to what they would concentrate decide … Read more »

The Chief Executive Officer (CEO) of the London Public Library (LPL) had developed and had begun to implement a strategic plan to improve the LPL. The strategic plan was on a balanced scorecard. The four perspectives of the Balanced Scorecard were measured: the community perspective of internal processes perspective, the organizational readiness perspective and the financial perspective. With two years before the deadline to achieve the plan, the CEO had to what they decide to focus next.
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from
Vaughan Radcliffe,
Ian Nichol
Source: Ivey Publishing
14 pages.
Publication Date: Nov 05, 2008. Prod #: 907B05-PDF-ENG
London Public Library HBR case solution

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