Case Study: Balanced Scorecards at BIOCO - Business Development

This case study examines the implementation of a balanced scorecard at BIOCO, focusing on its impact on organizational performance and strategic alignment. The case study addresses the benefits of the balanced scorecard, including improved communication and a focus on long-term strategic plans. It also explores the role of the IT department in aligning with organizational goals, highlighting how the balanced scorecard provides a common language and focal point for key drivers. The case study considers the scalability of the approach, discussing the need for significant coordination and executive support. Finally, it assesses the potential impact of a new CEO on the continued success of the balanced scorecard approach, emphasizing the importance of commitment to the method for sustained organizational performance. The case study draws on relevant literature to support its analysis, providing a comprehensive overview of the topic.

Running head: CASE STUDY: BALANCED SCORECARDS AT BIOCO
Case Study- Balanced Scorecards at BIOCO
Name of the Student
Name of the University
Author’s Note

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CASE STUDY: BALANCED SCORECARDS AT BIOCO
Answer to question number 1
The organization “BICO” developed a balanced scorecard in order to measure progress
of the organization against strategy map. It is identified that with the utilization of balanced
scorecard the organizational departments can be able to look beyond their own operations and
generally helps the employees of the organization by setting proper tangible goals. In addition to
this, it creates proper communication between various units by focusing on long-term strategic
plan of the organization. The balanced scorecard helps in reporting with much marketing
progress accuracy.
Answer to question number 2
The approach was useful for the IT department of BICCO in order to align with the
organizational goals. The CIO of the organization stated that with the help of the approach,
communication with the organization enhances which helps in providing a focal point as well as
common language around the various key drivers of the organization. It is found that with the
help of the approach, IT department of the organization is able to provide proper service to the
business units in context to balanced scorecard performance indicators.
Answer to question number 3
The approach can be implemented in large companies in spite of the fact that this
approach needs much more co-ordination. It is found that both common language as well as focal
points are generally helpful in improving the communication. The executives of the organization
must identify the benefits that are mainly related with the method cost outweigh. As the effort is
too much therefore it is suggested to be look for another technique which would need the
dedication as well as support from the various business executives.

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CASE STUDY: BALANCED SCORECARDS AT BIOCO
Answer to question number 4
It is very much difficult to ensure that the whether the new CIO will be able work
properly with the BIOCO way or not. The BIOCO way generally depends on the commitment
that is mainly paid to the approach. If the new CEO of the organization will be able to support
the approach of BIOCO then the business will run as per the present condition. However if the
new CEO will not be able to support the BIOCO way then the different department of the
organization can experience rapid decrees in participation. Therefore, if the new CEO will adopt
the present approach then the business of the organization will flourish successfully.

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CASE STUDY: BALANCED SCORECARDS AT BIOCO
Bibliography
Luftman, J., Lyytinen, K. and ben Zvi, T., 2017. Enhancing the measurement of
information technology (IT) business alignment and its influence on company
performance. Journal of Information Technology, 32(1), pp.26-46.
Wu, S.P.J., Straub, D.W. and Liang, T.P., 2015. How information technology governance
mechanisms and strategic alignment influence organizational performance: Insights from a
matched survey of business and IT managers. Mis Quarterly, 39(2), pp.497-518.