In August 2008 magic technology (“Magic”) launched an initiative to implement Balanced Scorecard in their organization. Alan Lo, Chief Executive Officer, oversaw the implementation of the Balanced Scorecard in the company headquarters. Lo meet both strategic and execution difficulties with the implementation, as too many strategic goals, too many strategic performance indicators and a diverse focus of the strategic action plans. However, such difficulties hinted at a more fundame … Read more »

In August 2008 magic technology (“Magic”) launched an initiative to implement Balanced Scorecard in their organization. Alan Lo, Chief Executive Officer, oversaw the implementation of the Balanced Scorecard in the company headquarters. Lo meet both strategic and execution difficulties with the implementation, as too many strategic goals, too many strategic performance indicators and a diverse focus of the strategic action plans. However, such difficulties hinted at a more basic problem of too many formulated strategic direction in the first place. End of 2009, Lo was to push the implementation of the Balanced Scorecard to department level in the middle of the execution phase. How would the difficulties affecting the implementation of the initiative of the Balanced Scorecard at the department level?
«Hide

from
Neale O’Connor,
Ka Wai Shiu
Source: University of Hong Kong
17 pages.
Release Date: 18, April 2012. Prod #: HKU976-PDF-ENG
Work to make Balanced Scorecard Business Strategies to implement HBR case solution at Magic Technology