Assignment Description For TWA Aitlines
Excellence System Objectives - To assess analysis and problem-solving capabilities.
Assignment Overview - Apply executive-level skills and a leadership lens to data-based decision-making. This Balanced Scorecard assignment allows you to direct those skills and perspective to development of a Balanced Scorecard (BSC) data/decision-making tool for a specific organization. It is recommended that you create this BSC for your current employer; it is also acceptable to focus the plan on a prior employer, or another organization for which you have in-depth knowledge and insight into current strategy and data practices. It may be appropriate to limit the scope of the subject organization to a single department, division, or other strategic business unit.
The Balanced Scorecard assignment must:
- Articulate the strategy and competitive position for the company TWA Airlines
- Develop Key Performance Indicators (KPIs) for the organization.
- Gather and present performance data for each KPI.
- Recommend specific processes for performance monitoring and analysis.
Assignment Details - Here is a general outline to follow in organizing the contents of the APA-formatted Balanced Scorecard assignment:
Section I: Organizational strategy and competitive position -The TWA organization we have chosen as the subject of our plan, provide a brief (no more than one page) description of the company's history/background. Then describe their current strategy and competitive position, including mission and vision statements. Use a SWOT analysis to summarize competitive position.
Section II: Key Performance Indicators - Based upon your strategic/competitive analysis, recommend KPIs that will measure strategic progress by the organization. Include more than one KPI for each of these perspectives:
- Customer perspective
- Financial perspective
- Management & operations perspective
- Learning, innovation & growth perspective
Be sure to explain your rationale for selection of each KPI, including the intended result, strategic connection, specific measurement, target value and any current initiative(s) supporting each KPI.
Section III: KPI Performance Data - Gather specific performance data for each KPI, and create a sample BSC reporting format for the data that is clear, impactful, meets professional standards and is readily communicated. You will find many examples of BSC formats through an internet search; a sample of the Davenport University BSC is available in the "Supplemental Materials" in Week 6 of Blackboard
Section IV: KPI Performance Monitoring/Analysis Process - Describe in detail the process you recommend to implement the BSC in your organization. You should address issues of data collection; automation and tools; data analysis; performance improvement; communication and buy-in by organization members.
References - 5 APA-formatted References Page must be included within your paper.
Part 1: Situation Analysis
Summarize the key facts about the TWA Parts organization, and the dilemma facing the firm. Do NOT repeat all facts described in the case document; be selective and focus on those facts pertinent to reaching a conclusion about the case.
Part 2: Business Strategy
Identify and describe the current business strategies for the luxury and economy divisions of TWA Parts, addressing the financial perspective, customer perspective, process perspective and learning and growth perspective for each division
Part 3: Strategy Maps and Balanced Scorecards
Review in detail the Strategy Maps and Balanced Scorecards provided by the luxury and economy division managers. Taking into consideration selected financial data and customer value proposition data supplied in the case, what would you change in the strategy maps and balanced scorecards of each division?
Part 4: Division Analysis
Determine which division manager prepared a better strategy map and balanced scorecard. Support your judgment with specific facts and examples from the case study.
Part 5: Division Manager Performance
Comment in depth on the performance of each division manager, using specific facts and examples from the case study. Which division manager would you recommend as a top candidate for the vacant Chief Operating Officer position, and why?
Attachment:- Case.rar