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Management article
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Reference no. B0207C
Authors: John Kelly (Kemmy Business School, University of Limerick)
Published by: Harvard Business Publishing
Published in: "Balanced Scorecard Report", 2002
Length: 3 pages
Topics: Balanced scorecard; CEO; Corporate strategy; Executives; Management of change; Strategic planning; Strategy implementation
Share a link: https://casecent.re/p/40755
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Abstract

Few CEOs have internalized the Balanced Scorecard approach and the principles of the Strategy-Focused Organization as quickly and as thoroughly as John Kelly has. Kelly joined telecom giant Crown Castle International in 1998 and became the CEO in 2001, shortly after the company began its new business strategy. Kelly reflects on the before and after of Crown Castle''s strategic transformation using the Balanced Scorecard.
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Abstract

Few CEOs have internalized the Balanced Scorecard approach and the principles of the Strategy-Focused Organization as quickly and as thoroughly as John Kelly has. Kelly joined telecom giant Crown Castle International in 1998 and became the CEO in 2001, shortly after the company began its new business strategy. Kelly reflects on the before and after of Crown Castle''s strategic transformation using the Balanced Scorecard.

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