Published by:
Harvard Business Publishing
Length: 2 pages
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Abstract
Until 1992, the National Reconnaissance Organization was so secret, even Congress didn''t know of its existence. The "eyes and ears of space," this top-secret spy organization built and operated reconnaissance satellites for the U.S. military, the White House, the National Security Council, the Central Intelligence Agency, and others. "Coming out" meant many painful first-time adjustments, related to strategic planning, team work, and developing a sense of the customer. Dr. Julie Chesley, then director of strategic planning, describes how using the Balanced Scorecard helped the NRO transform itself.
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Abstract
Until 1992, the National Reconnaissance Organization was so secret, even Congress didn''t know of its existence. The "eyes and ears of space," this top-secret spy organization built and operated reconnaissance satellites for the U.S. military, the White House, the National Security Council, the Central Intelligence Agency, and others. "Coming out" meant many painful first-time adjustments, related to strategic planning, team work, and developing a sense of the customer. Dr. Julie Chesley, then director of strategic planning, describes how using the Balanced Scorecard helped the NRO transform itself.