This case shows the development of the Balanced Scorecard for a rapidly growing biotech company in transition. He relates how the new CEO of the scorecard concept includes early to tell and measure the progress of its strategic goals to the different stakeholders. The case then follows the introduction and development of scorecards as they cascade throughout the organization. Finally, the North American CFO is the problem related to individual performance scorecard goals goal … Read more »

This case shows the development of the Balanced Scorecard for a rapidly growing biotech company in transition. He relates how the new CEO of the scorecard concept includes early to tell and measure the progress of its strategic goals to the different stakeholders. The case then follows the introduction and development of scorecards as they cascade throughout the organization. Finally, the North American CFO is the problem related scorecard goals to individual goals of its Finance team.
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Lawrence P. Carr
Source: Babson College
13 pages.
Release Date: 6 November 2003. Prod #: BAB043-PDF-ENG
Serono HBR case solution

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