The first step is the construction of a consolidated table summarizing all your objectives, measures, targets, and action initiatives. This will then enable you to draw the arrows that make up the causal chains implicit in your objectives. You can find a dandy example to follow here: BSI (2007) Balance Scorecard Example for the Regional Airline. Balanced Scorecard Institute. Retrieved May 17, 2010, from http://www.balancedscorecard.org/Portals/0/PDF/Regional_Airline.pdf Here’s a form that you may wish to copy and paste into your report and fill in: Objective Measure Target Action Financial Customer Internal Learning Now you need to examine your causal chain(s) and consider them as statement(s) of organizational goals and the strategy necessary to reach those goals. As the remainder of this assignment, supplement the table you just prepared with a 2-3 page report discussing the following issues: List the strategic goal(s) being pursued and explain why they’re important to your organization. Explain how the objectives you listed do or do not work to support each other and ultimately the strategic goal. Identify any gaps in the causal chains and suggest ways that they might be filled by creating new objectives. Specify what those objectives should be. Identify any objectives which do not serve to support the strategic goals and recommend either that they be eliminated or that an additional strategic goal be added. Support your recommendation. Briefly summarize the strategic action plan(s) implied by your causal chain(s). Who would need to do what, in what sequence? Finally, offer a concise summary of your overall experience trying to apply the balanced scorecard approach to your organization – be honest; you won’t be graded up or down on your overall positive or negative evaluation of the experience, but only on the quality of the thought that goes into your analysis. Explain your position carefully.
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