In 2002, global illumination launched an initiative to implement the Balanced Scorecard in the Asia-Pacific region and regions of Greater China, a new management tool for its lighting business for four perspectives-financial, customer, process, and learning and to create growth. The Balanced Scorecard ran successfully for a period to implementation problems surfaced that undermine its advantages such as non-quantifiable measures in the objective and over-measurement indicat … Read more »

In 2002, global illumination launched an initiative to implement the Balanced Scorecard in the Asia-Pacific region and regions of Greater China, a new management tool for its lighting business for four perspectives-financial, customer, process, and learning and to create growth. The Balanced Scorecard ran successfully for a period to implementation problems surfaced that undermine its advantages such as non-quantifiable measures in the objective and over-measurement of indicators. In 2009, a plan for the Balanced Scorecard was to finish, presented at the Asia Pacific Chief Executive Officer (“CEO AP”). AP CEO must now make a decision whether to continue with the Balanced Scorecard.
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from
Ka Wai Shiu,
Neale O’Connor
Source: University of Hong Kong
10 pages.
Release Date: 24, June 2011. Prod #: HKU941-PDF-ENG
Make Balanced Scorecard Work: Global Lighting Experience HBR case solution

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