In 2002, Worldclass Lighting launched an initiative to introduce the balanced scorecard into the Asia Pacific and Greater China regions, in order to provide a new management tool for its lighting business covering four perspectives-financial, customer, process, and learning and growth. The balanced scorecard ran successfully for a period of time until implementation issues surfaced that undermined its benefits, such as unquantifiable measures in target setting and the over-measurement of indicators. In 2009, a plan to terminate the balanced scorecard was presented to the Asia Pacific Chief Executive Officer ("AP CEO"). The AP CEO must now make a decision about whether to continue using the balanced scorecard.
Question: 1. Assess the scorecard in diminishing and overcoming myopic behavior (an over-focus on a short-term financial [objective] performance measure to the detriment of non-financial goals and initiatives in the business unit).
(Hints: Evaluation of scorecard effectiveness in reducing myopic behavior for Worldclass including full support)
Question: 2. Assess and evaluate the scorecard from the angle of the cost of over-measurement (i.e., information overload), which is one of the detriments of the scorecard.
(Hint: Identification of overmeasurement problems for Worldclass)