BUS 475 WEEK 1 TO 5

BUS499 - BSBA Integrative Project Module 1 - Background The Financial Perspective Required Readings Greenhalgh, C. (2004) Building a Strategic Balanced Scorecard: Saatchi & Saatchi Complementary Case Study. Business Intelligence Company. Retrieved July 20, 2010, from http://www.business-intelligence.co.uk/PDFdownloads/strat_bsc/Saatchisr.pdf Measurements for Success. Retrieved July 20, 2010, from http://www.mystrategicplan.com/strategic-planning-topics/balanced-scorecard.shtml Niven, P. (N.D.) Financial perspective.EPM Review. Retrieved July 20, 2010, from http://www.epmreview.com/Resources/Articles/Delivering-shareholder-value-growing-revenue-and-enhancing-productivity.html Robin, D. (ND) Vision, Mission and Values: Management Tools for Building a Better Workplace. Daniel Robin & Associates. Retrieved July 20, 2010, from http://www.abetterworkplace.com/027.html Optional Readings American University of Beirut (N.D.Balanced Scorecard Initiative: Guidelines for Building a BSC. Retrieved July 20, 2010, from http://www.aub.edu.lb/osm/scorecards/Documents/guidelines_for_building_a_bsc.pdf Averson, P. (1998). What is the Balanced Scorecard? Balanced Scorecard Institute, a Strategy Management Group company. Retrieved July 20, 2010, from http://www.balancedscorecard.org/basics/bsc1.html QuickMBA (N.D.) The Business Vision and Company Mission Statements. Retrieved July 20, 2010, from http://www.quickmba.com/strategy/vision/ Sharma, P. (N.D.) Measuring Business strategy through balanced scorecard. Retrieved July 20, 2010, from http://www.scribd.com/doc/5032771/Balanced-Scorecardfinancial-perspective Optional Supplemental Materials Click here for optional supplemental enrichment materials. BUS499 - BSBA Integrative Project Module 1 - Case The Financial Perspective In Module 1, we begin our application of the Balanced Scorecard with a close look at the financial perspective. Actually, we need to start a bit further back, with the fundamental ideas of corporate vision and mission that underlie all effective business strategy. Here is a good brief introduction to this topic: Robin, D. (ND) Vision, Mission and Values: Management Tools for Building a Better Workplace. Daniel Robin & Associates. Retrieved July 20, 2010, from http://www.abetterworkplace.com/027.html So the balanced scorecard rests ultimately on corporate vision and mission – and ultimately, all organizations, whether they are designed to make a formal “profit” or not, hope to accrue more resources than they expend. So the financial (or “effectiveness”) perspective is the logical place to start our consideration. But as we observed in the Course Overview and the Introduction to this module, all the perspectives or components are integrally related. So let’s take a good look at the relationship of financial perspectives to the rest of the balanced scorecard before we dive into it specifically: MyStrategicPlan (N.D.) Balanced Scorecard: Performance Measurements for Success. Retrieved July 20, 2010, from http://www.mystrategicplan.com/strategic-planning-topics/balanced-scorecard.shtml As we noted, the financial perspective of the balanced scorecard defines the “bottom line” of the system. So here is a useful brief summary of the approach: Niven, P. (N.D.) Financial perspective.EPM Review. Retrieved July 20, 2010, from http://www.epmreview.com/Resources/Articles/Delivering-shareholder-value-growing-revenue-and-enhancing-productivity.html There are any number of possible cases where we could begin. But let’s start in this case with an assessment of the use of the balanced scorecard in Saatchi & Saatchi, one of the premier advertising and “creative service” organizations (although they have certainly had their ups and downs over the last ten years or so. Here’s how this process has been described: "Faced with a set of brutally tough choices in the Nineties, Saatchi & Saatchi’s leadership team defined a new vision and global strategy and set stretching three-year financial goals. In this case study, Paul Melter, Worldwide Director, CompaSS, explains how the balanced scorecard was used to turn ambitious strategic aspirations into operational reality." The article from which this summary is taken can be found here: Greenhalgh, C. (2004) Building a Strategic Balanced Scorecard: Saatchi & Saatchi Complementary Case Study. Business Intelligence Company. Retrieved July 20, 2010, from http://www.business-intelligence.co.uk/PDFdownloads/strat_bsc/Saatchisr.pdf As your case assignment for this module, you are to carefully review this article, and then (in 3-4 pages) prepare your analysis of how Saatchi & Saatchi implemented the balanced scorecard and its apparent effects. Assignment Expectations: Your analysis should be structured in terms of the following four issues (you will be using essentially this same comparative evaluation framework for the first four modules of this course): Introduction: What was the situation for Saatchi & Saatchi in the mid 1990s? The management team adopted an approach that was primarily two-pronged: the financial perspective and the customer perspective. In terms of the financial perspective, what goals did the new leadership set for the company? Analysis: How did the company categorize its different business units (agencies)? What strategies were chosen for each unit? Saatch& Saatchi also adopted several strategies that related best to a customer perspective. What were they? Conclusion: Did the financial strategies make sense for each given unit? Why or why not? Did the acquisition by PublicisGroupe SA change the results of the BSC? Now that you have analyzed both "prongs", did the two approaches worked in synthesis or in conflict? Evaluation: Assuming that it would be best if the customer perspective strategies meshed with the financial strategies, do you think the customer perspective reinforces or conflicts with their financial strategies? In your opinion (supported, of course, by your readings), was the implementation done well or poorly? BUS499 - BSBA Integrative Project Module 1 - SLP The Financial Perspective The purpose of the Session Long Project in TUI University courses is to give you the opportunity to explore the applicability of the Module to your own life, work, and place in space and time, and to experiment with the Module to see how the otherwise academically rigorous presentation of a topic may, with more or less work and/or trauma, become "up close and personal". This is done in a number of different ways -- sometimes cumulative papers, sometimes practical hands-on experimentation with a tool of some sort, sometimes reflections on a place of work or life. The common thread is personal application, aimed at demonstrating a cumulative knowledge and understanding of the course's material. For this course, the Project will take the form of putting together background from each of the perspectives for a balanced scorecard approach to an organization or organizational unit with which you are familiar. You’re not building a complete balanced scorecard -- that would be far beyond our current scope – but you’ll have a chance to see what goes into it and how it gets put together into a coordinated whole. As in the cases, you’ll be drawing on your previous course work to help. The Module 1 assignment has two parts. First, you need to identify an organization to which you have access to at least some information concerning financial data; staffing and human resource systems; marketing and customer relations; information systems; and operations. While most material on the Balanced Scorecard is written from the private, for-profit point of view, it’s perfectly possible to use this approach with public or non-profit organizations as well; click here for some guidance on how this can be done. For the second part of this assignment, consider the organization's mission and strategy from the perspective of its financial operations (from your work on the case, your previous course work, and your background reading, you should be reasonably clear what such operations are). In this section of the assignment you’ll begin to identify objectives and measures relevant to that perspective. If you’re unclear on just what objectives and measures are, here is a presentation that describes what they are and how to write them. Assignment Expectations: When you have thought about it and made your selection, please specify: • The name of your organization • What this organization does – its mission, vision and overall strategy • The access you have to information about this organization -- remember, you’ll need information about its financial performance, marketing, internal operations, strategy, and management systems. Once you’re reasonably clear on what’s involved, think about your organization and its finances, and then: • Identify at least three objectives for improving the organization's financial position, and show how they relate to the mission, vision and strategy of the organization. • For each objective, develop at least one meaningful performance measure (metric). • For each objective, identify at least one expected level of performance (target). • For each objective, identify at least one new action or program that needs to be developed to ensure successful implementation of the organization's strategy (initiative). Here’s a table that you may wish to copy and fill in: Objective Measure Target Action When your assignment is ready, send it in to CourseNet BUS499 - BSBA Integrative Project Module 2 - Background The Customer Service Perspective Please note: Whenever you have a link to an article in Proquest, such as the Gumbus&Lussier article in the Required Readings below, you must already be inside the Proquest Site for the link to work properly. To do this, you need to open a new window or tab in your browser (leaving your course window or tab open), go to the TUIU Library (http://library.tuiu.edu) and click on the Proquest tab. You may need more than one click to bring up the main Proquest site. Once you have the Proquest site in this window, you can leave it open and return to your original window or tab where you had the course page open. At that point, you can click on the Proquest link and it should open for you properly. Anytime you see a Proquest link (they are usually a couple of lines long) you will need to follow this procedure. It's a bit cumbersome, but it's the only way that we can provide you with exact links to Proquest documents. Required Readings Gumbus, A. and Lussier, RN. (2006) Entrepreneurs use a balanced scorecard to translate strategy into performance measures. Journal of Small Business Management. 44(3):407-426. Retrieved May 17, 2010, from http://proquest.umi.com/pqdweb?sid=1&vinst=PROD&fmt=6&startpage=-1&clientid=29440&vname=PQD&RQT=309&did=1074432261&scaling=FULL&vtype=PQD&rqt=309&TS=1226877391&clientId=29440 Kaplan, RS (2005) A Balanced Scorecard Approach To Measure Customer Profitability. Working Knowledge. Harvard Business School. Retrieved May 17, 2010, from http://hbswk.hbs.edu/item/4938.html Niven, P. (N.D.) Customer perspective.EPM Review. Retrieved May 17, 2010, from http://www.epmreview.com/Resources/Articles/Customer-Perspective.html Optional Readings Niven, PR (2008). Adapting the Balanced Scorecard to fit the public and nonprofit sectors. Retrieved May 17, 2010, from http://www.fovea.com/Demofiles/White%20Papers/CPM/BalancedScorecardForPublicAndNonprofitSectors.pdf BUS499 - BSBA Integrative Project Module 2 - Case The Customer Service Perspective The customer perspective of the balanced scorecard begins to trace the achievement of financial goals one step back – that is, to the customers and/or recipients of the services provided by the organization whose resources support it. Here is a useful brief summary of the approach: Niven, P. (N.D.) Customer perspective.EPM Review. Retrieved May 17, 2010, from http://www.epmreview.com/Resources/Articles/Customer-Perspective.html Analysis of customers sounds like a no-brainer – so obvious that it should be taken for granted. However, in practice, it’s actually particularly complicated – and therefore often done superficially or neglected altogether in favor of memories, convenient abstractions, unshakeable prejudices, or other non-data-based strategic assumptions. Doing it right involves acknowledging the diversity of customers, their widely varying needs and resources, and the entire economic climate within which they function. Kaplan, one of the gurus of the balanced scorecard, has an interesting discussion setting forth both why this perspective is necessary and how complicated it can become: Kaplan, RS (2005) A Balanced Scorecard Approach To Measure Customer Profitability. Working Knowledge. Harvard Business School. Retrieved May 17, 2010, from http://hbswk.hbs.edu/item/4938.html Our example in this case is an assessment of this aspect of the balanced scorecard in three small to medium sized companies. Here’s how this process has been described: Although 50 percent of Fortune 1000 companies currently use a balanced scorecard (BSC), few small businesses are using a BSC. A review of the literature finds no BSC papers in leading small business/entrepreneurship journals. This article begins with a discussion of the BSC and why a small business should use it. Three small to medium-sized enterprise (SME) case studies are presented, with a copy of their BSC, to illustrate how Hyde Park Electronics, Futura Industries, and Southern Gardens Citrus use a BSC to set strategy and align operations to achieve breakthrough results. Implications are, that like large businesses, SMEs can also benefit from using a BSC. Entrepreneurs of SMEs can use the case studies to develop their own BSC to improve performance. Implications for practice and research are discussed. The article from which this summary is taken can be found here: Gumbus, A. and Lussier, RN. (2006) Entrepreneurs use a balanced scorecard to translate strategy into performance measures. Journal of Small Business Management. 44(3):407-426. Retrieved May 17, 2010, from http://proquest.umi.com/pqdweb?sid=1&vinst=PROD&fmt=6&startpage=-1&clientid=29440&vname=PQD&RQT=309&did=1074432261&scaling=FULL&vtype=PQD&rqt=309&TS=1226877391&clientId=29440 As your case assignment for this module, you are to carefully review this article, and then (in 3-4 pages) prepare your analysis of how these companies implemented the balanced scorecard and its apparent effects. Assignment Expectations: Your analysis should be structured along the lines you’ve been using this far in these cases: Introduction: On what specific customer perspectives did each company focus, and what measures did each company use to ascertain how well it was meeting the goals implied by those specific perspectives? Analysis: In your opinion, are these measures truly "customer-centric" as described in the background reading by Niven? Why or why not? Defend your position. Use your readings to help you decide whether the improved performance was due to viewing the company from the perspective of their potential, prospective, and/or present customers. Conclusion: From the companies' point of view, do you think their effort to evaluate the business from the customer's perspective was the KEY contributor to improved performance? If so, defend your position. Or was another perspective more important? If so, which one was the KEY contributor? Defend your position. Evaluation: Identify at least one measure you would have included that they omitted. In other words, how could you have improved on their approach? BUS499 - BSBA Integrative Project Module 2 - SLP The Customer Service Perspective For Module 2, consider your organization's mission and strategy from the perspective of its potential, prospective, and present customers. In this section of the assignment you’ll begin to identify objectives and measures relevant to that perspective. Refer back to this presentation on objectives if you need to. Assignment Expectations: Once you’re reasonably clear on what’s involved, think about your organization and its customers/clients/users/service recipients/whatever-you-wish-to-call-them, and then: • Identify at least three objectives for the organization's customer service perspective and show how they relate to the mission, vision and strategy of the organization. • For each objective, develop at least one meaningful performance measure (metric). • For each objective, identify at least one expected level of performance (target). • For each objective, identify at least one new action or program that needs to be developed to ensure successful implementation of the organization's strategy (initiative). • Comment briefly on the relationships of the customer service objectives that you've identified here to the financial objectives that you identified in the Module 1 SLP assignment. How do they help to fulfill those objectives? If they don't (and they don't have to), what makes them more important than objectives that would relate to finances? • Finally, do you wish to make any changes to your Module 1 objective write-up in light of your Module 2 experience? Here’s a table that you may wish to copy and fill in (the boxes are expandable - take all the space you need to be complete in your descriptions. No more than 2-3 pages should be necessary.) Objective Measure Target Action Relationships to other objectives Revisions (if any) to Module 1 Objectives Objective/Module Measure Target Action When your assignment is ready, send it in to CourseNet BUS499 - BSBA Integrative Project Module 3 - Background The Internal Business Process Perspective Remember the earlier instructions about how to find article linked to Proquest (see Module 1 Background Readings) Required Readings CQI (2008) Introduction to Quality.The Chartered Quality Institute. Retrieved May 17, 2010, from http://www.thecqi.org/resources/d2-1.shtml Meliones, Jon N.; Ballard, Richard; Liekweg, Richard; & Burton, William (2001, April). No mission (<-->) no margin: It's that simple. Journal of Health Care. 27(3): 21-30. Retrieved May 17, 2010, from http://proquest.umi.com/pqdweb?vinst=PROD&fmt=6&startpage=-1&clientid=29440&vname=PQD&RQT=309&did=69282123&scaling=FULL&vtype=PQD&rqt=309&TS=1226871645&clientId=29440 Niven, P. (N.D.) Internal Process perspective.EPM Review. Retrieved May 17, 2010, from http://www.epmreview.com/Resources/Articles/InternalProcess-Perspective.html Optional Readings McLean, SR. and Mahaffey, SM. (2000).Implementing a surgical balanced scorecard.Surgical Services Management.6(1). 43-47. Retrieved May 17, 2010, from http://proquest.umi.com/pqdweb?sid=1&vinst=PROD&fmt=6&startpage=-1&clientid=29440&vname=PQD&RQT=309&did=61696818&scaling=FULL&vtype=PQD&rqt=309&TS=1226873431&clientId=29440 The Chartered Quality Institute. Retrieved May 17, 2010, from http://www.thecqi.org//Knowledge-Hub/Qualityworld/ Sharma, MK and Bhagwat, R (2007).An integrated BSC-AHP approach for supply chain management evaluation.Measuring Business Excellence.11(3) 57ff. Retrieved May 17, 2010, from http://proquest.umi.com/pqdweb?vinst=PROD&fmt=6&startpage=-1&clientid=29440&vname=PQD&RQT=309&did=1323780681&scaling=FULL&vtype=PQD&rqt=309&TS=1226873032&clientId=29440 Sharma, P. (N.D.) BSC – Internal business process perspective Retrieved May 17, 2010, from http://www.scribd.com/doc/5032773/Balanced-Scorecardinternal-process-perspective Optional Supplemental Materials Click here for optional supplemental enrichment materials. BUS499 - BSBA Integrative Project Module 3 - Case The Internal Business Process Perspective The internal business process perspective of the balanced scorecard turns attention to the aspects of the organization’s operations that are within the possibility of direct control by its managers and employees. Here is a useful brief summary of the approach: Niven, P. (N.D.) Internal Process perspective.EPM Review. Retrieved May 17, 2010, from http://www.epmreview.com/Resources/Articles/InternalProcess-Perspective.html Analysis of business processes is closely bound up with the assessment of quality; in fact, most of the literature in this area is dominated by the vocabulary of the quality analysts. The Chartered Quality Institute offers a good overview of product and service quality concerns, and how they affect customer loyalty and satisfaction (note the intersection of the Business Process and Customer Perspectives!). Here is a useful summary of this approach that meshes nicely with the internal business process perspective; although it does not explicitly mention the balanced scorecard, you should have no trouble applying its recommendations to your case analysis here: CQI (2008) Introduction to Quality.The Chartered Quality Institute. Retrieved May 17, 2010, from http://www.thecqi.org/resources/d2-1.shtml Our example in this case is Duke Childrens’ Hospital in Raleigh-Durham NC. Here’s how this process has been described: The authors describe their experience in developing a strategy-focused organization using the balanced scorecard methodology. They achieved this at Duke Children's Hospital by aligning the clinicians and administrators around a single integrated platform that linked improving business processes with achieving quality clinical outcomes. By organizing in this manner, they reduced cost by $30 million and increased net margin by $15 million while improving outcomes and staff satisfaction. This article describes a methodology to achieve strategic control of the organization, increase the knowledge of key stakeholders, and transform the organization to optimize the organization's performance. The article from which this summary is taken can be found here: Meliones, Jon N.; Ballard, Richard; Liekweg, Richard; & Burton, William (2001, April). No mission (<-->) no margin: It's that simple. Journal of Health Care. 27(3): 21-30. Retrieved May 17, 2010, from http://proquest.umi.com/pqdweb?vinst=PROD&fmt=6&startpage=-1&clientid=29440&vname=PQD&RQT=309&did=69282123&scaling=FULL&vtype=PQD&rqt=309&TS=1226871645&clientId=29440 As your case assignment for this module, you are to carefully review this article, and then (in 3-4 pages) prepare your analysis of how Duke Children’s Hospital implemented the balanced scorecard and its apparent effects. Assignment Expectations: Your analysis should be structured along the lines you’ve been using this far in these cases: Introduction: What process did Duke Children's Hospital follow in creating a balanced scorecard? Why did the hospital decide to use the balanced scorecard to evaluate its stakeholder relationships and its business processes? What was the reaction of the staff? Analysis: In the balanced scorecard Duke University Children's Hospital developed, on what internal business process did the hospital focus? What measures were used? What changes were made in that business process? Conclusion: Describe how the changes in its business processes affected both employees and customers (patients); this involves considering multiple perspectives, both those of participants and those of stakeholders. Evaluation: Did Duke Children's Hospital do a good job in designing and using its balanced scorecard? Agree or disagree with the issue, then defend your position. Use your readings to help you decide whether the implementation was done well or poorly. BUS499 - BSBA Integrative Project Module 3 - SLP The Internal Business Process Perspective For Module 3, consider the organization's mission and strategy from the perspective of its internal business processes (from your work on the case, your previous course work, and your background reading, you should be reasonably clear what such business processes are). In this section of the assignment you’ll begin to identify objectives and measures relevant to that perspective. Refer back to this presentation on objectives if you need to. Assignment Expectations: Once you’re reasonably clear on what’s involved, think about your organization and its business processes, and then: Identify at least three objectives for improving the organization's internal business processes, and show how they relate to the mission, vision and strategy of the organization. • For each objective, develop at least one meaningful performance measure (metric). • For each objective, identify at least one expected level of performance (target). • For each objective, identify at least one new action or program that needs to be developed to ensure successful implementation of the organization's strategy (initiative). • Comment briefly on the relationships of the process objectives that you've identified here to the finance objectives that you identified in the Module 1 SLP assignment and/or the customer service objectives that you identified in the Module 2 SLP assignment. How do they help to fulfill those objectives? If they don't (and they don't have to), what makes them more important than objectives that would relate to finance or customer service? • Finally, do you wish to make any changes to your Module 1 or Module 2 objective write-ups in light of your Module 3 experience? Here’s a table that you may wish to copy and fill in (the boxes are expandable - take all the space you need to be complete in your descriptions. No more than 2-3 pages should be necessary.) Objective Measure Target Action Relationships to other objectives Revisions (if any) to Module 1 and/or Module 2 Objectives Objective/Module Measure Target Action When your assignment is ready, send it in to CourseNet BUS499 - BSBA Integrative Project Module 4 - Background The Learning and Growth Perspective Remember the earlier instructions about how to find article linked to Proquest (see Module 1 Background Readings) Required Readings Gumbus, A. & Johnson, S.D. (2003, July). The balanced scorecard at Futura Industries. Strategic Finance.85(1). 36-42. Retrieved May 17, 2010, from http://proquest.umi.com/pqdweb?sid=1&vinst=PROD&fmt=6&startpage=-1&clientid=29440&vname=PQD&RQT=309&did=370139621&scaling=FULL&vtype=PQD&rqt=309&TS=1226799369&clientId=29440 Kaplan, R.S. & Norton, D.P. (2004). Measuring the strategic readiness of intangible assets. Retrieved May 17, 2010, from http://www.cma-slp.com/onlinelibrary/OL_English/Strategy%20Implementation/Management%20Accounting/MeasuringTheStrategicReadinessofIntangibleAssets.pdf Niven, P. (N.D.) Learning and Growth perspective.EPM Review. Retrieved May 17, 2010, from http://www.epmreview.com/Resources/Articles/Learning-and-Growth-Perspective.html Optional Readings Gray, D. (2004) Getting the Measure of Intangible Assets. Insight 2004. Chartered Institute of Management Accountants. Retrieved May 17, 2010, from http://www.cimaglobal.com/cps/rde/xchg/SID-0A82C289-98FE483F/live/root.xsl/6383_6630.htm Sharma, P. (N.D.) BSC – learning and growth. Retrieved May 17, 2010, from http://www.scribd.com/doc/5032774/Balanced-Scorecardlearning-and-growth Optional Supplemental Materials Click here for optional supplemental enrichment materials. BUS499 - BSBA Integrative Project Module 4 - Case The Learning and Growth Perspective The learning/growth perspective of the balanced scorecard presents some particularly interesting challenges. Here is a useful brief summary of the approach: Niven, P. (N.D.) Learning and Growth perspective.EPM Review. Retrieved May 17, 2010, from http://www.epmreview.com/Resources/Articles/Learning-and-Growth-Perspective.html Part of the problem is that this perspective seems the most remote from the final payoffs in the financial area – “touchy-feely” rather than good old hard-nosed management. Kaplan and Norton, the originators of the balanced scorecard, have addressed this issue of how to measure the contribution of such intangible assets as human capital, information capital and organizational readiness, pointing out how human capital is most useful when it is concentrated in key jobs involving internal processes that are critical to the achievement of the organization's strategy. The article is fairly long and you don’t need to read it in detail, but it has some ideas that may help you understand this case better: Kaplan, R.S. & Norton, D.P. (2004). Measuring the strategic readiness of intangible assets. Retrieved May 17, 2010, from http://www.cma-slp.com/onlinelibrary/OL_English/Strategy%20Implementation/Management%20Accounting/MeasuringTheStrategicReadinessofIntangibleAssets.pdf Our example in this case is Futura Industries in Clearfield UT. They have implemented the balanced scorecard in an interesting way, apparently giving priority to the learning/growth perspective and expecting it to drive the others. Here’s how this process has been described: “Most companies use the balanced scorecard (BSC) to focus on the financial aspects or the operational metrics required by ISO quality certification. But that is not all one unique company uses the BSC for. At Futura Industries, President Susan Johnson built the enterprise's success over the past 3 years on the BSC's foundational level - the learning, innovation, and growth dimension. This dimension provides the building blocks that generate success in the remaining 3 quadrants: customer service, financial, and internal operations. And the results have followed: a 50% increase in revenue without adding personnel from 1996 to 1999. This organization is all about putting people first. So much so that the company of 300 ranks in the top 10 Family Friendly Employers in Utah for the third year in a row. A look at how they have implemented the 4 quadrants of the BSC using the learning innovation, and growth dimension as their foundation is presented.” The article from which this summary is taken can be found here: Gumbus, A. & Johnson, S.D. (2003, July). The balanced scorecard at Futura Industries. Strategic Finance.85(1). 36-42. Retrieved May 17, 2010, from http://proquest.umi.com/pqdweb?sid=1&vinst=PROD&fmt=6&startpage=-1&clientid=29440&vname=PQD&RQT=309&did=370139621&scaling=FULL&vtype=PQD&rqt=309&TS=1226799369&clientId=29440 As your case assignment for this module, you are to carefully review this article, and then (in 3-4 pages) prepare your analysis of how Futura Industries implemented the balanced scorecard and its apparent effects. Assignment Expectations: Your analysis should be structured along the lines you’ve been using this far in these cases: Introduction: Why did Susan Johnson, Futura's President, emphasize the learning and growth perspective over the other balanced scorecard perspectives? Analysis: What specifically does Futura measure, and what types of measurements do they use to evaluate the company's learning and growth? Conclusion: Do you think these measures capture the full dimensions of the learning and growth perspective as explained in the background materials from this module as well as previous ones? Support your answer with examples and citations. Evaluation: What is your evaluation of Futura's approach? Does it make good business sense or do you think it could cause problems for the company? Agree or disagree with the issue, then defend your position. Use the readings done so far to decide whether the implementation was done well or poorly. When your assignment is ready, send it in to CourseNet Hide news BUS499 - BSBA Integrative Project Module 4 - SLP The Learning and Growth Perspective For Module 4, consider your organization's mission and strategy from the perspective of its learning and growth (from your work on the case, your previous course work, and your backg