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Published by: Asia Case Research Centre, The University of Hong Kong
Published in: 2011

Abstract

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.

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Abstract

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.

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