This case traces the introduction of the balanced scorecard for a quick-growing biotech company in transition. It reviews the way the new CEO holds the scorecard concept early to describe and appraise the progress of his proper objectives towards the various stakeholders. The case subsequently traces the roll-out and growth and development of the scorecards because they cascade through the organization. Finally, its northern border American CFO confronts the issue of relevant scorecard targets to individual performance goals of his finance team.
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