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Abstract
How to embed the voice of the customer? That was the key question for Trammell Crow Co as it pondered ways to reverse performance problems. Embarking on an ambitious transformation effort, the company took pains to diagnose shortcomings, fine-tune its strategy of operational excellence, and devise a battery of processes and services to operationalize its strategy - including giving clients an unusual degree of information access and participation in strategy assessment. Only after implementing the new processes and programs did the company begin to craft a balanced scorecard - hardly a textbook example (it has no strategy map), but one that handily aligns account executives to strategy.
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Abstract
How to embed the voice of the customer? That was the key question for Trammell Crow Co as it pondered ways to reverse performance problems. Embarking on an ambitious transformation effort, the company took pains to diagnose shortcomings, fine-tune its strategy of operational excellence, and devise a battery of processes and services to operationalize its strategy - including giving clients an unusual degree of information access and participation in strategy assessment. Only after implementing the new processes and programs did the company begin to craft a balanced scorecard - hardly a textbook example (it has no strategy map), but one that handily aligns account executives to strategy.