3112IBA Workshop Case Analysis Preparation

This assignment focuses on preparing a case analysis for the 3112IBA workshop. Students must analyze a case involving the Aviva CEO's management issues, including performance measurement and stakeholder communication. The analysis should not exceed 300 words and must be submitted via the course site. Key management issues include the failure to use a balanced scorecard and the CEO's perceived arrogance. Students are encouraged to link these issues to relevant management theories and models discussed in class.

3112IBA-WORKSHOP CASE ANALYSIS PREPARATION FORM
Please be aware that this aspect of the assessment task is about PREPARATION for the workshop discussions, late submissions will
NOT be accepted for the workshop submissions.
Your submissions should total and not exceed 300 words per case analysis preparation. You will answer the specific questions outlined
for each case. The case analysis preparation must be submitted via the course site. No emailed submissions will be marked.
Name:……………………………Student No:……………………Workshop No:……………..… Case Study:……………………………....
Briefly explain what is the case
about?
(you can use bullet points for this
question)
 The case revolves around an alienating style of interaction of the
Aviva CEO with investors and analysts
 It also focuses on objective measures of performance of the CEO
without considering the relevant gap analysis
Briefly explain the management
issue(s)?
(you can use bullet points for this
question)
 Failure to measure strategy performance using balanced scorecard
 Andrew Moss is accused of arrogance and complacent
 The management seemed to have failed to consider the inputs of
stakeholders in conducting Aviva’s operations
Link the management issue to the
model/theory of the week and briefly
explain the connection.
The performance of the organization seems to be above board. However,
the failure by the management to communicate Aviva’s performance to
stakeholder could have been the source of the problem. Based on the
provided information, the organization performed above its peers in the
insurance industry. For instance, stakeholders needed to understand the
sources of gaps affecting Aviva. Nonetheless, the management should
have used the best environmental forecasting method to understand the
trends. For example, demand/hazard forecasting could have allowed the
management to identify the major trends in the industry affecting the firm.
Indeed, the dynamics of the insurance industry required proper
environmental gap analysis founded on technology, government,

3112IBA-WORKSHOP CASE ANALYSIS PREPARATION FORM
economics, culture, and demographics. Upon conducting the strategic-
planning gap analysis method, the management could have reported
diversification, integrative and intensive growth. With this strategy, the
managers could have distinguished between projected and desired sales
upon identifying the strategic planning gap.
The balanced scorecard was the only way to measure the performance of
CEO. The performance needed to have been generated from the strategic
goals. For example, the manager seemed to have relied on the traditional
financial accounting measures that focused on outcomes. Andre Moss’s
performance could have been judged based financial and non-financial
measures. Conversely, the CEO was misjudged because stakeholders
focused on financial measures. The manager needed control to pursue
corrective actions. Therefore, lack of a clear, balanced scorecard made it
difficult for the manager to focus on the best cost accounting measures
relevant to the strategic priorities. The CEO needed to have established an
effective teamwork to accommodate the balanced scorecard perspectives.