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Abstract
Three years ago, Roy Barnes brought the Balanced Scorecard to Marriott Vacation Club International (MVCI) as part of his plan to help the organization grow more efficiently, find synergies, and optimize its new process-based management approach. A hands-on, do-it-yourself SVP of strategy management, Barnes has many thoughtful views about the role of the office of strategy management (OSM) - in particular, about where strategy formulation and execution should reside within the organization. Barnes'' views, and MVCI''s experience, demonstrate that there is no single recipe for OSM success, especially given the diverse structures, sizes, and cultures of strategy-focused organizations.
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Abstract
Three years ago, Roy Barnes brought the Balanced Scorecard to Marriott Vacation Club International (MVCI) as part of his plan to help the organization grow more efficiently, find synergies, and optimize its new process-based management approach. A hands-on, do-it-yourself SVP of strategy management, Barnes has many thoughtful views about the role of the office of strategy management (OSM) - in particular, about where strategy formulation and execution should reside within the organization. Barnes'' views, and MVCI''s experience, demonstrate that there is no single recipe for OSM success, especially given the diverse structures, sizes, and cultures of strategy-focused organizations.
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