Introduction -
Two senior executives attended a conference about corporate scorecards and dashboards. While having dinner following the conclusion of the conference, the executives discussed what they learned about scorecards and dashboards and whether they should recommend their company invest the time and money to develop a performance dashboard system.
One executive, John, expressed the belief that dashboards are primarily control systems. He believes once developed, such a system would likely lead to their CEO becoming more of a "micro-manager" than he already is. John explained that their CEO already spends too little time on strategic issues and too much time getting involved in operational issues.
Sara, the other executive, expressed just the about the opposite opinion suggesting that performance dashboard's primary value relates primarily to enhanced strategic management capability and as an agent of organizational change. Sara argued the CEO simply needs more relevant and timely information to become a more strategic, change manager.
After a long discussion, John seemed to accept many of Sara's arguments but concluded by saying he could not get the image out of his mind, that their boss was the pilot of the spaceship Enterprise with all the information and controls at his fingertips. How can that situation result in anything other than micromanagement?
Deliverables
The deliverable for this Final Project is a report of not less than six pages or more than eight in MS Word, arial, 12-pt font, with double spacing. In your report you should express your opinion about the discussion the two executives above had. Be sure to answer the following questions:
1. What is your reaction to the discussion these two executives had?
2. Who won the argument?
3. What is your rationale for picking this winner?
4. Are performance dashboards primarily control mechanisms or a strategic management tool?
5. Do they invite micromanagement or do they represent a powerful tool for organizational change and development?