Implementing ActiveStrategy in Miami-Dade County

2009 ◽  
pp. 719-734
Author(s):  
Howard A. Frank
Keyword(s):  
Organizational Culture ◽  
Private Sector ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Return On Investment ◽  
Successful Implementation ◽  
Dade County ◽  
True Cost ◽  
Management Application

ActiveStrategy’s performance management application deploys the widely utilized Balanced Scorecard framework in a dashboard platform designed to align strategy and operational outcomes through all organizational levels. For nearly 5 years, Miami-Dade County has been deploying ActiveStrategy within the broader context of its results-oriented budgeting initiatives. While the county has a long history with output-oriented budgeting, this case study suggests that ActiveStrategy’s successful implementation requires significant time and effort as well as a change of organizational culture. Moreover, consistent with experience in the private sector, the county’s effort may have had relatively unclear expectations for implementation, and the “true cost” of rollout, including the time and labor of county employees, has not been calculated. While this does not diminish the value of implementation, it suggests that return on investment may be primarily intangible—ascertaining if county programs are consistent with the strategic aims of the citizens and elected officials.

scholarly journals Verifying Theoretical Concepts of Performance Management Framework

2018 ◽  
pp. 815-824
Author(s):  
Reno Renaldi Tibyan ◽  
Dermawan Wibisono ◽  
Mursyid Hasan Basri
Keyword(s):  
Performance Management ◽  
Balanced Scorecard ◽  
Single Case ◽  
Group Discussion ◽  
Theoretical Concepts ◽  
Management Framework ◽  
Verification Method ◽  
The Balanced Scorecard ◽  
Verification Process

Purpose – This paper aims to discuss the verification process of the theoretical concepts of the proposed performance management (PM) framework in practice. Design/methodology/approach – A case study based on a focus group discussion (FGD) method is used to describe the application a PM framework and the implementation of a PM system in a case organisation. Findings – The findings show that the case organisation has been applying the Balanced Scorecard framework and show that it needs to add some important aspects to the framework to support the better implementation of its PM system. Research limitations/implications – This paper is based on a single case study due to the need for an effective FGD in a selected organisation. Originality/value – The study drives the development of PM research in the use of a theoretical verification method to confirm the application of the theoretical concepts of PM framework in practice.

An environmental balanced scorecard for supply chain performance measurement (Env_BSC_4_SCPM)

2016 ◽  
Vol 23 (6) ◽  
pp. 1398-1422 ◽  
Author(s):  
Luís Miguel D. F. Ferreira ◽  
Cristóvão Silva ◽  
Susana Garrido Azevedo
Keyword(s):  
Supply Chain ◽  
Supply Chains ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Environmental Performance ◽  
Supply Chain Performance ◽  
Content Type ◽  
Proposed Model ◽  
Novel Model

Purpose – Companies need to excel in many areas to achieve a competitive advantage. This, together with pressure imposed by regulators and customers regarding sustainability concerns, leads companies to address sustainability in an integrated fashion across all management processes. The purpose of this paper is to suggest a model for the assessment of the environmental performance of a supply chain, based on four perspectives used in the balanced scorecard. Performance indicators are proposed based on the literature, as well as on the ISO 14031 and GRI standards, and were validated by a panel of experts. Design/methodology/approach – Based on a literature review on models for environmental performance management a novel model to assess the environmental performance of the supply chains (Env_BSC_4_SCPM) is proposed. Data collected from the first tier suppliers of an automotive industry case study are used to test the proposed model. Findings – The model developed was tested in a case study company, showing it ability to benchmark the company first tiers suppliers and products. The model is also useful as a decision support tool to define actions to be taken in order to improve the global environment performance of the supply chain. Research limitations/implications – The proposed model was developed to evaluate the environmental performance of supply chains. Nevertheless, the case study only takes account of the first tier suppliers, due to difficulties associated to data collecting for the other elements in the supply chain. Widening the frontiers, the next phase may include the application of this model to second, third and lower tier suppliers, as well as the final customer. Improvements in the model could also include the construction of a composite index to measure the environmental supply chain performance. Practical implications – The paper provides a model that can be used by practitioners to evaluate the environmental performance of their supply chain and to decide on actions to be taken to improve it. Originality/value – As stated by several authors, there has been limited research conducted in the field of environmental evaluation of supply chains. This paper proposes a novel model for the environmental performance of the supply chain and tests it using industrial empirical data.

scholarly journals Balanced scorecard implementation in higher education: An Emirati perspective

2018 ◽  
Vol 15 (3-1) ◽  
pp. 205-216
Author(s):  
Kaïs Lassoued
Keyword(s):  
Higher Education ◽  
Strategic Planning ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Swot Analysis ◽  
Poor Performance ◽  
Evaluation Tool ◽  
The Balanced Scorecard ◽  
College Of Business

Considering the lack of research focusing on the use of the Balanced Scorecard (BSC) as performance evaluation tool in Emirati higher education institutions, the main purpose of the study is to present a basis for a more general BSC model helping higher education managers in UAE environment for evaluating and managing the performance of their institutions. This paper is based on the case study as a research method. However, the relevance of this case study lies in the use of a joint approach combining SWOT analysis and BSC and generating an integrated strategic management system. The study comes up with a strategic evaluation plan considering the 4 BSC perspectives and designs the strategy map for it in the case of the Emirates College of Business. In this research, the traditional customer perspective of Kaplan and Norton is replaced by the students and stakeholders perspective. It is found that there is a limitation in the effective strategic problem that leads to the recruitment and placement issues, increased costs, student retention, lack of partnerships, a decrease in annual growth of income and poor performance management that can be managed through effective strategic planning. The study also reflects that there is a range of opportunities that can be exploited using the strengths in order to achieve the goals. The outcomes of this study case can be employed in the strategic planning of ECB and all other Emirati business institutions can be inspired.

scholarly journals A business intelligence framework for Sultan Qaboos University: A case study in the Middle East

2017 ◽  
Vol 7 (3) ◽  
Author(s):  
Saud Sultan Al Rashdi ◽  
Smitha Sunil Kumaran Nair
Keyword(s):  
Big Data ◽  
Performance Management ◽  
Business Intelligence ◽  
Teaching And Learning ◽  
Successful Implementation ◽  
Sultan Qaboos University ◽  
Making Sense ◽  
Usable Information ◽  
The University

Higher education institutions generate big data, yet they are not exploited toobtain usable information. Making sense of data within organizations becomes the key factorfor success in maintaining sustainability within the market and gaining competitiveadvantages. Business intelligence and analytics addresses the challenges of data visibility anddata integrity that helps to shift the big data to provide deep insights into such data. Thisresearch aims to build a customized business intelligence (BI) framework for Sultan QaboosUniversity (SQU). The research starts with assessing the BI maturity of the educationalinstitutions prior to implementation followed by developing a BI prototype to test BI capabilitiesof performance management in SQU. The prototype has been tested for the key business activity(KBA): teaching and learning at one college of the university. The results show that theaggregation of the different KBAs and KPIs will contribute to the overall SQU performance andwill provide better visibility of how SQU as an organization is functioning, which is the keytowards the successful implementation of BI within SQU in the future.

scholarly journals The influence of organizational culture on performance: Case study of the Moroccan ATM system

2018 ◽  
Vol 200 ◽  
pp. 00022
Author(s):  
Âta Ghalem ◽  
Chafik Okar ◽  
Razane Chroqui ◽  
El Alami Semma
Keyword(s):  
Organizational Culture ◽  
Performance Management ◽  
Traffic Management ◽  
Information Use ◽  
Air Traffic Management ◽  
Performance Management System ◽  
Performance Information ◽  
System Framework ◽  
Culture Influence

According to Ferreira and Otley (2009) contextual factors and organizational culture are considered as variable factors that have a significant impact on the performance management system framework, which comprises 12 questions/issues. The intention of this work is to define how organizational culture influences the question/issue of performance information use, through the example of Air Traffic Management (ATM). In fact, based on Schein’s model we determine how two of the levels of organizational culture influence the performance information use within the Moroccan ATM system.

scholarly journals The development of a talent management framework for the private sector

2017 ◽  
Vol 15 (0) ◽  
Author(s):  
Ebben S. Van Zyl ◽  
Rose B. Mathafena ◽  
Joyce Ras
Keyword(s):  
Private Sector ◽  
Performance Management ◽  
Management Practices ◽  
Corporate Strategy ◽  
Human Resources Management ◽  
Talent Management ◽  
Theoretical Development ◽  
Research Approach ◽  
Successful Implementation ◽  
Management Framework

Orientation: Talent management is a strategic priority especially for profit-generating organisations in the private sector. Limited research has been conducted on the theoretical development of talent management. The need for talent management is also triggered by a need to align and integrate people management practices with those of the organisation in order to achieve strategic execution and operational excellence.Research purpose: The primary aim of the study was to develop a talent management framework for the private sector. The research proposed to conduct an in-depth exploration of talent management practices in key and leading organisations already in the mature stages of talent management implementation in South Africa.Motivation of the study: There is a need for the development of best practices in talent management – where talent management strategy is designed to deliver corporate and human resource management strategies. The formal talent management initiative would be linked to the human resources management function and will flow vertically from the corporate strategy-making process.Research approach, design and method: The modernist qualitative research approach was applied to the study. Data were collected through semi-structured interviews (18 persons were interviewed in total). Analytical induction method was instrumental in facilitating the overall data analysis, while constructivist grounded theory assisted with the operationalisation of the data analysis.Main findings: The study has mapped out key dimensions which are essential for the implementation of talent management. The dimensions of talent management are attraction, sourcing and recruitment, deployment and transitioning, growth and development, performance management, talent reviews, rewarding and recognising, engagement and retention. With each of the above-mentioned dimensions, the activities that are to be carried out to achieve the outcome of each dimension are specified.Practical and managerial implications: Role clarifications pertaining to talent management responsibilities and accountabilities are still unclear in most instances. Early identification of key role players and articulation of duties will lead to ownership and clear accountabilities for the successful implementation of talent management.Contribution/value add: The study brought to light critical factors for organisations in the private sector to consider for the successful implementation of an integrated, holistic and comprehensive talent management framework. The proposed framework guides talent management practices within companies in the private sector by highlighting activities to be carried out to achieve outcomes per talent management dimension.

scholarly journals Integration of business intelligence with corporate strategic management

2017 ◽  
Vol 7 (2) ◽  
Author(s):  
Mouhib Alnoukari ◽  
Abdellatif Hanano
Keyword(s):  
Strategic Management ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Business Intelligence ◽  
Corporate Performance ◽  
Decision Makers ◽  
Corporate Strategies ◽  
Flexible Organizations ◽  
Corporate Strategic Management

Integration of business intelligence and corporate strategic management has adirect impact on modern and flexible organizations. This integration helps decision makers toimplement their corporate strategies, adapt easily to changes in the environment, and gaincompetitive advantages. This paper extends the studies in this domain, and clarifies therelationships between business intelligence and strategic management. It highlights also therole of business intelligence in corporate performance management and strategic intelligence.This paper proposes a BSC-BI framework that facilitates the integration of business intelligencewith a balanced scorecard methodology. The BSC-BI framework implementation isdemonstrated using a case study on the telecom field.

scholarly journals Performance Management: How the Swedish Administration of Transportation for the Disabled Succeeded. A Case Study of Transportation Service for the Disabled, the Municipality of Gothenburg

2017 ◽  
Vol 10 (1) ◽  
pp. 141-175
Author(s):  
Iwona Sobis ◽  
Offolome Guepie Victorien Okouma
Keyword(s):  
Organizational Culture ◽  
Performance Management ◽  
School Health ◽  
Public Organizations ◽  
Mutual Cooperation ◽  
State Regulations ◽  
Management By Objectives ◽  
Transportation Service ◽  
The Disabled

AbstractManagement by objectives (known also as performance management) has been perceived as a promising steering method in the public sector since the beginning of the 1990s (Smith 1993, 1995; Kravchuk and Schack 1996; Ballantine et al. 1998; Ferreira and Otley 2009Verbeeten 2008). However, working out operative goals of public organizations seem to be a challenge because major objectives formulated by politicians are oft en unclear and difficult to measure (Rombach 1991; Lundquist 1992; Gray and Jenkins 1995; Lapsley 1999). It is known that public organizations’ services like school, health care, welfare care, collective transportation, infrastructure and cultural services are usually unprofitable. The Transportation Service for the Disabled in the Municipality of Gothenburg is an exception. It fulfilled most objectives and achieved a profit of 7,890,000 SEK for 2013, while the planned one was scheduled at 5,000,000 SEK. Maybe performance management used as the steering model caused that result but the criticism targeting management by objectives suggests that this method hardly can explain such a positive result. Brorström et al. (2005) and Grönlund and Modell (2006) argue that in Sweden management by objectives is usually used in combination with other control models. The purpose of this study is to describe and explain why the Transportation Service for the Disabled succeeded in 2013 and to provide practitioners nationally and internationally with some pragmatic ideas how to improve the efficiency and effectiveness of public services. We ask three sub-questions: How were the operative goals created within the Transportation Service for the Disabled? How were the operative goals followed up? What can be learned from this case study? The research is based on the analysis of state regulations, internal policy documents, reports and interviews with key respondents. The study shows that the performance management systems (PMS) in combination with a new organizational culture based on SMART solutions, mutual cooperation among staff, with local politicians and other stakeholders resulted in the increase of efficiency and even partly effectiveness. However, these findings deserve further research if there are other public administrations that succeeded because of using PMS and friendly organizational culture.

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