BSC Implementation & the Internal Business Process Perspective Essay

BSC Implementation & the Internal Business Process Perspective - Essay Example Our focus will be on BAE systems will be our basis which was implemented and supported the organizational cultural change and was inline with the goals and objectives of the organization. ANALYSIS There where efforts done to implement the balance scoreboard cultural approach with less compromise to the whole organizational setup. Its council focused on a number of factors to enhance activities. The unit growth was based on customer support and defense systems the other unit was commercial aircraft. The transformation was based on the historic perspective it engaged in a number of factors. BAE was to improve on their reputation, this was to be accompanied by up to date technology to enhance its image. This enhanced performance and the same time made it competitive to the industry (Murby & Gould, 2005). They also included positive cash flows, in their operations and a good working relationship with its client base. There was also included employment of skilled laborer who where engaged on service training and support to its internal employees. There was also lack of cost of control at designing new product in the market. Poor strategic management and the organization reaction to changes in the market demands were poor. There was need in ensuring this problem was dealt with, the management decided in implementing a change in the program to ensure that they remain attractive to the market. They included reducing overreliance on managerial authorities; they included a narrow division of work so as to improve on the output of each employee among other factors (Murby & Gould, 2005). These adjustments where made possible by major factor which was that the scoreboard was central to the organization control system. Some stapes had to follow to achieve the specific target a far as the balance scoreboard system is concerned, they included the following; First there was need to revise its competitiveness capability, this was made possible by the change in technology (Braam, 2012). The change in technology was to be based on the demands on the market; the adjustments will be more focused on how it will be advantageous to the entire organization. This was made possible by a term of coordinated professional. The second stage was to involve the senior most employs of the organization. The senior employees where the directors who where five in number they where undertake the valuation of the company and state what the company needed. The board reviewed on the companies operations and performance and it was taken to task and evaluated upon. They suggested on a group of some employees to ensure that the proposals are made appropriately. There where a group of 130 members to be involved in the process (Murby & Gould, 2005). The following step it was about strategy based, they where efforts on how to transform and carry out the changes. The way forward about the company’s’ future was also strategized by the team of 130 members. The fourth was all about communication of f the vision this was to create a agreement along the 130 members (Murby & Gould, 2005). They created five major areas to lay their focus on, value creation was the major point of discussion and the other areas included strategic making and human behavior. This