Balanced
Scorecard Los
Angeles
The Balanced
Scorecard Los Angeles approach, used in the private sector for many
years, is based on the idea that the overall performance of an
organization is based on the performance of the organization in
different areas. A company, for example, cannot be successful in the
long run if revenues are high but customers are generally
dissatisfied. Companies need to succeed on multiple dimensions to be
successful overall.
There are many
companies which are providing Balanced Scorecard Los Angeles.
WorkSource Centers and Youth Consortia
are good example. The overall performance of WorkSource
Centers and
Youth Consortia is based on four areas:
- Provision of
services to many customers
- Customer
satisfaction with the services they
receive
- Provision of
quality services that lead to positive outcomes for
customers
- Ability to
meet basic administrative requirements of the
city
These four
areas form the basis of a balanced scorecard for the City of
Los
Angeles.
For Balanced
Scorecard Los Angeles utilities, deregulation represents one of the
biggest challenges to come down the pipeline. To excel in the face
of such dramatic change, a company must be able to communicate its
strategy throughout the organization. For New Orleans-based utility
giant Entergy, Balanced Scorecard software constitutes a powerful
tool for doing just that.
Balanced
Scorecard Los Angeles subjects covered: Balanced scorecard,
Competitive strategy, Corporate strategy, Finance & accounting,
General management, Human resources management, Management of
change, Organizational behavior & leadership, Organizational
development, Service industry, Strategy formulation, Strategy
implementation, Utilities.
When companies
base evaluation decisions on a narrow set of criteria, they are
likely to exclude important considerations that can expose them to
risk or cause them to miss opportunities to create value. For
example, when engineers were responsible for supplier selection,
Harley Davidson focused on technological innovation as a primary
determinant for supplier choice, and often chose low-volume
suppliers who “couldn’t meet the scheduled requirements for
manufacturing.” By introducing individuals with purchasing expertise
into the engineering community, Harley Davidson began to consider
additional important factors, such as commercial competency, when
selecting suppliers. As a result, the company recognized significant
improvements in on-time delivery metrics.
Veterans
Affairs, Veterans Benefits Administration, Los Angeles Regional
Office (LARO): Visuals for Veterans Program: This program was
designed to communicate to each employee his/her performance
contribution to specific strategic goals and objectives for serving
the customer. The LARO has augmented its alignment of employee
performance with strategic goals and objectives through the
establishment of this comprehensive “communication” program of
visual displays.
“Visuals for
Veterans” is a visual communication program, which integrates the
VBA strategic goals as well as its balanced scorecard at the
network, station, division, and team levels. This integrated visual
communication program uses a series of displays, which sensitize
employees to the veteran’s experience. This is done through a series
of television monitors that display the organization’s strategic
goals and objectives for employees.
The monitors
also broadcast daily updates of each team/division’s performance
under the Balanced Scorecard Los Angeles as well as information on
whether or not they are earning awards shares. In addition,
performance data are posted on team bulletin boards and in
individual report cards that are issued to each employee. This is
done in order to ensure that all employees are kept informed of
their progress and held accountable.
