Balanced Scorecard

The Challenge

A multi-hospital healthcare network had developed a strong business strategy but was having trouble crafting and cascading a targeted balanced scorecard of metrics down to each hospital.

The Approach

We reviewed all pertinent strategic planning documentation including the business strategy, E-scan, internal capabilities assessment, and action plans. Key stakeholders were then interviewed to identify what functionality they desired from the scorecard, and which business systems would be linked to the scorecard (Human Resources, budgeting, etc.). We developed a balanced scorecard, communication strategy, and rollout plan in less than two months.

The Result

The balanced scorecard has become widely accepted within the management team. This tool provides management with better information to make day-to-day decision-making and helps the organization achieve its aggressive top and bottom-line goals.

Restructuring a Global Research, Development, and Engineering (RD&E) Function

The Challenge

A large multi-national consumer products company had recently acquired a European company with very strong engineering expertise. The senior management team engaged us to conduct an organization review of the RD&E organization structure and new product development process.

The Approach

A thorough analysis was undertaken to review the RD&E organizational structure, key work processes, leadership capabilities, and work team structure. Data was collected via interviews, structured workshops, a review of key archival documents (process documentation, organization charts, etc.) and a structured survey. Baselines were identified and compared to our proprietary database of R&D best practices. Recommendations were crafted to significantly improve the new product development process, better integrate the acquired organizations engineering capability, and restructure the RD&E function to better serve its internal/external customers.

The Result

Revisions to the new product development process and work team structure reduced the new product development process by 20%. Organizational structure modifications reduced headcount by 16% and operating costs by $2mm annually.