The Implementation of the Balanced Scorecard in a telecommunications company in South Africa
Hewson, David-John Charles
This research is a qualitative case study on a South African mobile telecommunications company which had used the Balanced Scorecard as a mechanism to implement the new strategy of the company. This new strategy was as a result of the appointment of a new chief executive officer. In order to build and implement the strategy, one of the top international consulting firms was hired by the CEO. The consulting firm advised the CEO that the Balanced Scorecard would facilitate the implementation of the strategy and it would improve the performance of the employees and the company performance for the shareholders. The Balanced Scorecard architect from a consulting firm and 14 employees from the mobile telecommunications company were interviewed. The interview with the architect focused on the process of building the scorecard and the views of the ‗architect‘ on the implementation of the Balanced Scorecard at the company. The other interviews aimed to answer two questions; namely how the Balanced Scorecard facilitated the implementation of the strategy in the company and the factors that helped or hindered the implementation of the Balanced Scorecard in the company. The research presents how the Balanced Scorecard had not successfully facilitated the implementation of the company strategy as the Balanced Scorecard had not been effectively implemented. The respondents felt that the Balanced Scorecard had the potential to implement the company strategy and that it would be highly beneficial if it was implemented correctly. This report highlights some fundamental problems that resulted in the improper implementation of the Balanced Scorecard and how these can be avoided in future implementations of the Balanced Scorecard in an organisation.
MBA - WBS
Balanced scorecard, Telecommunications