A Management Case Study: World Learning International Development Program’s Balanced Scorecard Initiative – What worked and What went wrong?
Abstract
From 2007-2009, World Learning International Development Programs (IDP) under the direction of a new incoming Senior VP, underwent an initiative to implement the Balanced Scorecard (the BSC) as strategic management system. Planners of the initiative followed many of the correct steps in its implementation. Sessions were held to discuss organizational strategy. Performance measures based on that strategy were created. A workplan and timeline for implementation were created and rolled out to senior management, etc. Despite a two-year effort and the seeming support of many in the organization, the initiative was dropped when the Senior VP left the organization in 2009. In fact, after his departure, the initiative was never mentioned again. Why did this happen?
This paper describes the experience of World Learning IDP as a case study. It describes IDP’s attempt to introduce the BSC as a strategic management system, and poses some possible reasons for its failure. Through interviews conducted with World Learning IDP staff and senior management, reading strategic planning documents made available to employees, and utilizing my own experience as an employee of World Learning IDP during this period, and comparing this information with current best practices for BSC implementation, I found evidence that suggested an inadequate communication strategy, lack of buy-in from key stakeholders and a vague, organic strategy going into the exercise as possible causes for failure.
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