Case Study: BAE Systems Inc.
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Introduction
For any company, implementation of a large-scale change is a difficult undertaking due to the resistance of stakeholders, which may lead to failure of many balanced scorecard programs. To fix such a problem; it is vital to measure the ability to implement the balanced scorecard in a large-scale company; BAE Systems is a good example to discuss. This paper, threfore, analyzes how the BAE systems put efforts to implement BSC approach to ensure that employees do not resist a new change. The paper also examines various factors to explain why it is vital to implement balanced scorecard in such a large-scale company. BAE Systems. Inc was established in 1999. Nowadays, the company is the second-largest defense contractor in the globe because of its immense growth. At present, BAE Systems has more than 100,000 workers working in various countries abroad. Typically, implementing a balanced scored project in such a large company encounters various challenges like workers’ resistance. However, adopting the appropriate strategy similar to the one applied in the BAE Systems can enable workers to accept and implement a new change initiative like balanced scorecard project.
Analysis
BAE Systems intended to achieve a culture change initiative, and thus adopted balanced scorecard to measure its objectives for implementing culture change. The company implemented a culture change by using BSC to reinforce the organization’s five key values and to align the cultural change with the company’s values and goals (Murby and Gould, 2005). BAE Systems adopted the balanced scorecard as a measure for the change implementation to create desired cultural change within the firm. The management team of the BAE Systems utilized seven steps to apply the balanced scorecard approach to implementing the cultural change.
In the first step, the managing director of the company measured the company’s competitive position in the market based on the technological trends and financial output. In the second step, the senior employees were involved since the managing director was aware of significant roles that employees contribute towards the accomplishment of organizational change and change process. Five senior directors worked with the managing director to carry out a SWOT analysis of the organization. After a wide analysis of how the company was performing, the managing director formed a bigger functional group consisting of several employees to facilitate the implementation process (Jazayeri and Scapens, 2008). The managing director used this strategy to confirm that workers would remain positive and accept the new change and would be involved in the change process.
The third step concerned with developing a shared vision among the functional group members to enabled the members to involve in the managing the direction in which change would take to be in line with the organization’s overall goal. The fourth step concerned with communicating the vision of change. Here, the functional group members developed a value statement aligned with the company’s five core values, which highlighted techn...