Performance Measurement at Great Persons, Inc.: An Application of the Balanced Scorecard

Performance Measurement at Great
Persons, Inc.: An Application of the
Balanced Scorecard
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Abstract
The current scope of analysis deals with a case study of Great Persons, Inc. (GPI) which
is a nonprofit corporation. The case analysis includes arriving at several answers to newly
developed scorecard, advantages and disadvantages of scorecard and new scorecard
development. A strategy map for balanced scorecard map is also drawn such as to depict the
connection of several CSF factors with each other.
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Table of Contents
Abstract............................................................................................................................................2
Introduction......................................................................................................................................4
1. The process that Deb Young used to develop a balanced scorecard for GPI..............................4
2. Advantages & Disadvantages of a balanced scorecard at GPI...................................................5
3. Develop a proposed balanced scorecard to be presented to the Board of Directors at its next
meeting............................................................................................................................................7
4. Diagram a strategy map for a set of CSFs in your balanced scorecard.....................................11
Conclusion.....................................................................................................................................11
Reference Lists..............................................................................................................................12
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Introduction
Great Persons, Inc. (GPI) is a not for profit organization that was set up in the year 1957.
It was established for rendering services which can meet necessities for the local community for
adults and children (Cardinaels & van Veen-Dirks, 2010). GPI use to work with other existing
agencies or by creating new agencies in order to meet needs of the service. The scope of the
current analysis includes catering to various answers to questions that has been developed.
1. The process that Deb Young used to develop a balanced scorecard for
GPI
Deb Young, the Business Director at the GPI suggested operating at appropriate funding levels
in order for the business to be successful. Deb Young being a recent MBA graduate suggested at
adopting a balanced scorecard in order to communicate objectives and goals of the organization
(Cebeci, 2009). It would allow providing diagnostic information in relation to agency operation.
It comes along with more informed and strategic type of decision making. Deb Young formed a
Committee of Representatives from each of the directorates such as to develop a balanced
scorecard. The Committee then adopted a step by step procedure for arriving at GPI scores;
Generating Perspectives and Critical Success Factors (Setting Objectives). The Committee that
was formed by Deb Young settled on developing of a balanced scorecard critical success factor
(CSFs). In order to follow this ideas from each Committee members was called out and another
Committee members was noting down such ideas on flipchart. Post brainstorming of ideas when
every member of the group had ended jotting down on ideas, new ideas was created by way of
group discussion. Then such ideas generated was evaluated through group discussion and added
to master list. Then CSF was written on posts, pasted on the wall. The Committee was divided
into two separate teams where nonverbal communication was taken place. The second team
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