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[answered] C07XML 06/22/2012 16:18 Page 235 Case Study 7-2 b 235 CASE


Case Study 7-2: Balanced scorecards at BILCO

1. What benefits has BIOCO realized from its use of balanced scorecards?

2. Do you think the BIOCO way was useful in helping the IT department align its goals with that of the company? Why or why not?

3. Do you think that the BIOCO approach could be implemented successfully in large companies? Why or why not? If so, what, if any, adjustments need to be made?

4. BIOCO recently was sold and now has a new CEO. Do you think the BIOCO way will be as successful under the new CEO? Why or why not?


C07XML 06/22/2012 16:54:18 Page 235 Case Study 7-2 b 235 CASE STUDY 7-2

 

BALANCED SCORECARDS AT BIOCO

 

BIOCO is a profitable and growing medium-sized bio-pharmaceutical company located in the

 

southeast United States. It develops, produces and markets vaccines and antibody-based pharmaceutical products. As part of the company?s strategic transformation, BIOCO?s CEO introduced

 

a top-down, strategy-driven management process called the ?BIOCO Way.? The CEO has a strong

 

conviction that the success of a company starts with a clear vision of what the company wants to be

 

and a corporate strategy that reflects that vision. In the BIOCO Way, the corporate vision and

 

strategy are translated into a long-term corporate strategic plan, which in turn is used to generate

 

the corporate strategy map. To measure progress against the strategy map a cascade of balanced

 

scorecards (corporate, division/department) are developed and used. As a result of the full

 

integration of the levels of balanced scorecards into the planning process, the BIOCO Way

 

emphasizes how the strategies and related tactics should be carried out and measured at all levels.

 

The CEO is a strong champion of the balanced scorecards and is considered an in-house guru for

 

the method.

 

Each year, BIOCO managers at the corporate and department levels review performance and

 

assess the appropriateness of their respective balanced scorecards for the prior year. Based on the

 

results of the performance reviews and a short-term execution plan for the upcoming year,

 

strategic initiatives are added, modified or removed and the metrics in the scorecards are adjusted

 

accordingly. The CIO thinks that the balanced scorecards help the departments look beyond their

 

own operations and the Vice President thinks they mobilize everyone in the company by setting up

 

tangible goals that are clearly linked to the overall goals of the company. The CIO thinks it

 

enhances communications because it ?provides a focal point and common language around the key

 

value drivers of the organization? and it helps IT understand other business areas.

 

Discussion Questions

 

1. What benefits has BIOCO realized from its use of balanced scorecards?

 

2. Do you think the BIOCO way was useful in helping the IT department align its goals with that

 

of the company? Why or why not?

 

3. Do you think that the BIOCO approach could be implemented successfully in large

 

companies? Why or why not? If so, what, if any, adjustments need to be made?

 

4. BIOCO recently was sold and now has a new CEO. Do you think the BIOCO way will be as

 

successful under the new CEO? Why or why not?

 

Source: Q. Hu and C. D. Huang, ?Using the Balanced Scorecard to Achieve Sustained IT-Business Alignment:

 

A Case Study,? Communications of the Association for Information Systems (2006), 17(1), Article 8.

 


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