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Abstract
At AT&T Canada, getting business unit leaders to focus on the right things required a new governance model. The company made the Balanced Scorecard the centerpiece of a new approach to decision making and the platform for a strategic management system that sought to eliminate organizational barriers and realize cross-functional synergies. The results were dramatic: within a three-year span, the company''s account base grew from 350,000 customers to 750,000, and revenue per employee increased by 36%. The accompanying interview with Renato Dicenza, vice president of network services and business process improvement at AT&T ("A New Governance Model Transforms Belief Systems") highlights changing employees'' beliefs as the linchpin of the turnaround.
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Abstract
At AT&T Canada, getting business unit leaders to focus on the right things required a new governance model. The company made the Balanced Scorecard the centerpiece of a new approach to decision making and the platform for a strategic management system that sought to eliminate organizational barriers and realize cross-functional synergies. The results were dramatic: within a three-year span, the company''s account base grew from 350,000 customers to 750,000, and revenue per employee increased by 36%. The accompanying interview with Renato Dicenza, vice president of network services and business process improvement at AT&T ("A New Governance Model Transforms Belief Systems") highlights changing employees'' beliefs as the linchpin of the turnaround.