Management Consulting/MBA questions


Sir can you please provide me answers for the following questions.

1.Explain in what sense the top management takes strategic decisions in an organization? Illustrate with suitable examples.

2. Identify two organizations of your choice from the automobile sector. One that is a single business unit (SBU) and the other which has several related businesses. Read the published information about these organizations and analyze the corporate profile of each company.

3. What do you understand by an organizational culture? Identify two companies that have recently merged. Read the published information on the two companies. Based on the study identify the issues and challenges the two companies currently face in combining their respective organizational cultures.

4. Select an organization of your choice and analyze how differentiation strategy has been useful for the organization to build its competitive advantage.

5. What is balanced scorecard (BSC)? As a strategist list out the issues and challenges you will face while developing and implementing a BSC in an organization? Discuss with the help of an example.


I  will send  the balance  asap.

5. What is balanced scorecard (BSC)? As a strategist list out the issues and challenges you will face while developing and implementing a BSC in an organization? Discuss with the help of an example.

Balanced Scorecard?
The Balanced Scorecard is a powerful framework to help organizations rapidly implement strategy by translating the vision and strategy into a set of operational objectives that can drive behavior, and therefore, performance. Strategy-driven performance measures provide the essential feedback mechanism required to dynamically adjust and refine the organization's strategy over time. The Balanced Scorecard concept is built upon the premise that what is measured is what motivates organizational stakeholders to act. Ultimately all of the organization's activities, resources, and initiatives should be aligned to the strategy. The Balanced Scorecard achieves this goal by explicitly defining the cause and effect relationships between objectives, measures, and initiatives across each perspective and down through all levels of the organization. Developing a Balanced Scorecard is the first step in creating a Strategy-Focused Organization.

BALANCE  SCORECARD  is  not  a  measurement,  but  a  tool.
-measure, analyze  and manage financial and  operational  performance.
-translate strategic and tactical corporate  objectives into  individual performance measures.
-link performance  results with  the processes that have driven  those  results.
-align strategy with  tactical  operations.
-leverage  the  value of  all  other IT  applications.

STEP  1. Translate the Strategy to Operational Terms.
A Strategy-Focused Organization translates strategy into action when it organizes a “strategy map” framework of cause and effect between its strategic objectives, then operationalizes these objectives with measures which, considered as a group, comprise a Balanced Scorecard. This “hypothesis” about how the strategy will create value involves objectives drawn from, at a minimum, four perspectives: Financial, Customer, Internal Process, and Learning and Growth
    -often, organizations  do not develop  microstrategies.
    -often, strategies are not communicated  down the  organization
    -often,  tactics  are not  synchronised   with  strategies.
    -often, strategies  are not evaluated.
STEP 2. Align the Organization to the Strategy.
A Strategy-Focused Organization achieves strategic alignment when the whole of the organization exceeds the sum of its parts. This synergy occurs when all parts of the organization focus on strategic themes and priorities as defined by their strategy map and corresponding Balanced Scorecards for the corporate, business unit and support units.
  -strategies  are not  cascaded  down the  organization.
  -corporate strategies  are not  aligned with  business units/ departments strategy due to poor  communication.
  -business units  strategies  are often not tested to  see  its  alignment  with  company  strategies.
STEP  3. Motivate by Making Strategy Everyone's Job
Strategy-Focused Organizations motivate their people to execute strategy when they use the Balanced Scorecard as a communications tool for educating every single associate. As individuals set personal work objectives which align with the organization’s Balanced Scorecard, and are thereafter rewarded with compensation and recognition—for both individual and team accomplishment—the strategy becomes part of their everyday jobs.
-lack  of  proper  /  effective  communication  of  the  strategies.
-lack  BALANCE SCORECARD  education  through out the  organization.
-individuals  objectives  are  not  aligned  with   the  strategy .
-compensation / recognition  do not  match  with  the  strategy.
STEP  4. Adapt by Making Strategy a Continual Process.   
Strategy-Focused Organizations adapt their management systems so that both strategy and tactics are managed as a “double-loop” process on a continual basis. They accomplish this by linking strategy to the budgeting process (yielding both operational and strategic budgets), to the management meeting (yielding both operational and strategic performance reviews), and to the learning process (yielding both operational and strategic information systems).
-sometimes  strategy  is  not  linked  to  the  objectives.
-sometimes  strategy is not  linked  to the  budget.  
-results  do  not  tally  with  the  strategy.
-feedback  provided  do  not  reflect  reality.
-corrective  action  taken  do  not  reflect  the  strategy
STEP 5. Mobilize Change Through Executive Leadership
A Strategy-Focused Organization mobilizes change when executives launch and manage a strategy-driven change process with visible energy and committed ownership. The typical executive champions a strategic change by establishing a sense of urgency, creating a guiding coalition, and developing a vision and strategy to guide behavior. After the change process is launched, a revised governance system navigates the transition, followed by more permanent structural changes in the management system which affect resource allocation and compensation.
-even  senior  management  do  meet  regularly  to  review strategies.
-there  is  no  feedback to  the  organization.
-there  is  no  feedback  from  the  lower  level  of  the  organization.
-organization culture do not reflect  the  strategy.
What is the relationship of the Balanced Scorecard to core competencies?
Core competencies and the resource-based view of business strategy call upon companies to leverage certain critical capabilities, resources, or competencies to achieve sustainable competitive advantage. This approach can be reflected in the scorecard, typically in the internal perspective, by identifying the objectives for specific internal processes that will enhance critical capabilities or leverage the strategic resources. The scorecard extends the ideas by adding the objectives and measures for the markets and customer segments that the company expects to succeed in with its core capabilities and critical resources. Or the core competencies might be leveraged to lower costs and increase asset productivity in which case the linkages would go from the internal perspective to objectives and measures in the SC's financial perspective.
Why do Organizations develop a Balanced Scorecard?
A: A survey conducted by CFO Magazine in the early 1990's found that only 10% of company strategies are successfully executed. The reasons for the lack of success were grouped into four main categories:
1. The Vision Barrier: Only 5% of the workforce understands the strategy
2. The People Barrier: Only 25% of managers have incentives linked to strategy
3. The Resource Barrier: 60% of organizations do not link their budgeting process to the strategy
4. The Management Barrier: 85% of Management team spend less than one hour/month discussing strategy
The Balanced Scorecard is designed to address these barriers to successful strategy implementation.
What are the benefits of the Balanced Scorecard?
Organizations benefit from the use of the Balanced Scorecard in the following ways:
•   Clarify the vision throughout the organization
•   Gain consensus and ownership by the executive team
•   Provide a framework to align the organization
•   Provide structure for multiple initiatives
•   Drive the capital and resource allocation process
•   Integrate the strategic management process across the organization
•   Focus teams and individuals on strategic priorities
•   ------------------------------------------------------------------------
What are the applications of the Balanced Scorecard?
Since the concept was introduced in 1992, the Balanced Scorecard framework has been adapted to meet a variety of organizational needs. Common applications include:
•   Rapid strategy implementation
•   Post merger integration
•   Joint venture/Alliance management
•   IT strategy
•   Human Resource strategy and compensation alignment
•   Initiative Management and prioritization
•   Enterprise transformation/change management diagnostic
•   Communication with customers, suppliers, and shareholders
•   Supplier management
•   Capital budgeting/resource allocation and prioritization
TOP  management  develops  the  strategy  and  the  front line
makes  it happen.

Employees must  have a  firm  understanding of  how  their
activities  and  attitudes  contribute to  the  success of  the
overall organization.


1.communication and  education programs  for  employees.

2.individual and  teams  objectives are linked to  the strategy.

3.incentives/ rewards linked to  the  objectives/ strategy.


-measure, analyze  and manage financial and  operational  performance.
-translate strategic and tactical corporate  objectives into  individual performance measures.
-link performance  results with  the processes that have driven  those  results.
-align strategy with  tactical  operations.
-leverage  the  value of  all  other IT  applications.

 -develop  microstrategies.
 -communicate  the strategies  down the  organization
 -synchronize  tactics  with  strategies.
  -evaluate  the  strategies.
  -cascade  the strategies  down the  organization.
  -do  they aligned with  business units/ departments strategy due to poor  communication.
  -do  they  test  the  strategies  - to  see  its  alignment  with  company  strategies.
-conduct  proper  /  effective  communication  of  the  strategies.
-conduct  BALANCE SCORECARD  education  through out the  organization.
-are  the individuals  objectives   aligned  with   the  strategy .
-do  the  compensation / recognition  match  with  the  strategy.
-link   the  strategy  to  the  objectives.
-link the  strategy    to the  budget.  
-results  do  not  tally  with  the  strategy.
-feedback  provided  do  not  reflect  reality.
-corrective  action  taken  do  not  reflect  the  strategy
-DO  THE  senior  management  meet  regularly  to  review strategies.
-is there  is   feedback to  the  organization.
-is  there  is   feedback  from  the  lower  level  of  the  organization.
-does   the  organization culture  reflect  the  strategy.
relationship of the Balanced Scorecard to core competencies?

1.Are  there  communication and  education programs  for  employees.

2.Are the  individual and  teams  objectives are linked to  the strategy.

3.Are  the  incentives/ rewards linked to  the  objectives/ strategy.

Balanced Scorecard and Performance Management

Without employees team leaders and supervisors being aware of their part in achieving the strategy and metrics, progress is sporadic and often not to the liking of the senior executives.
Performance Management and the link to the Balanced Scorecard
One of the key reasons why executives choose to implement a Balanced Scorecard it to achieve their strategy and make sure that everyone plays their part in achieving the objectives of the organisation.
Performance Management systems enable managers to “bind” every employee to the strategy and make every employee accountable for the key metrics that the employees contribute to.
Following is a diagrammatic representation of Performance Management combined with the Balanced Scorecard metrics:










The Seven-Step Model For Using HR as a Strategic Business Asset

Step 1 – Clarify and articulate the business strategy
Step 2 – Develop the business case for HR as a strategic asset
Step 3 – Create a strategy map for the firm
Step 4 – Identify HR deliverables within the strategy map.
Step 5 – Align the HR architecture with HR deliverables
Step 6 – Design the strategic measurement system
Step 7 – Execute management by measurement .
1 Clarify and articulate the business strategy
2 Develop the business case for HR as a strategic asset
3 Create a strategy map for the firm:
• Business indicators – leading and lagging
• Results – tangible and intangible
4 Identify HR deliverables within the strategy map
5 Align the HR architecture with HR deliverables:
• HR function
• HR system
• Strategic employee behaviors
Design the strategic measurement system:
• The HR scorecard
• Results measurements – tangible and intangible
7 Execute management by measurement
Periodically  test HR  measures
against the firm’s strategy  map and  adjust as  required


Step 1 – Clarify and articulate the business strategy
Step 2 – Develop the business case for ''X'' as a strategic asset
Step 3 – Create a strategy map for the firm
Step 4 – Identify ''X'' deliverables within the strategy map
Step 5 – Align the ''X'' architecture with ''X'' deliverables
Step 6 – Design the strategic measurement system
Step 7 – Execute management by measurement


Step 1 – Clarify and articulate the business strategy

2 Develop the business case for ''X'' as a strategic asset
''X''  includes


includes  manufacturing /purchase/warehousing etc

Step 2 – Develop the business case for ''X'' as a strategic asset


Global Top ........... by 2010 in the .......... Industry

Customer delight by providing best-in-class  PRODUCTS & services and also delivering value and joy to all stakeholders.

We Use the Scorecard to Articulate Strategic Hypotheses in Cause-effect Terms


Describe the strategy
Strategy Map

Measure the strategy
Develop the measures; critical data points

Manage the strategy
Gather detailed information about the measure and initiative

Statement of what strategy must achieve and what’s critical to its success

How success in achieving the strategy will be measured and tracked

The level of performance or rate of improvement needed

Key action programs required to achieve objectives


-to drive  financial  results.

-to  position competitively
-need  to  deliver unique sets  of  benefits to the  customers.

-to  build  the  strategic  capabilities

- to  build  knowledge/ skills/systems/ tools.
Balanced Scorecard Perspectives

-how  do  we  succeed  financially?
-how do   we  appear to  our  shareholders/ financiars.

-how /  where  do  we  stand  in  the  market.
-how  do  we  appear  to  our  customers.

-at what  processes  must  we  excel ?

- How do we sustain our ability to change and grow?

Cascading Scorecards  to Build Alignment
-corporate  level.
-department  level.


*product  selection
*product  availabilty
*brand  image

*better  understanding  of customers.
*attract / retain /grow  the relationship.


*building  newwork


Step 3 – Create a strategy map for the firm

3 Create a strategy map for the firm:
• Business indicators – leading and lagging
• Results – tangible and intangible
4 Identify '' X''deliverables within the strategy map
5 Align the  ''X''architecture with ''X'' deliverables:
• ''X'' function
• ''X '' system
• Strategic employee behaviors
Design the strategic measurement system:
• The ''X'' scorecard
• Results measurements – tangible and intangible
*Execute management by measurement
Step 4 – Identify ''X'' deliverables within the strategy map
Step 5 – Align the ''X'' architecture with ''X'' deliverables
Step 6 – Design the strategic measurement system
Step 7 – Execute management by measurement


Developing Your  Scorecard  FOR  HR.
Developing your HR Scorecard  involves the following steps:
1. Define/Describe Your Business Strategy — What are your organization’s strategic goals? What are the organization’s Balanced Scorecard measures of success? These must be stated clearly and explicitly such that the organization’s “value proposition” is documented and that each department, team, manager, and employee can make the connection between this proposition and their work.
2. Develop a Strategy Map — The strategy map you develop identifies the linkage between the business strategy and your HR activities. The goal of the strategy map is to highlight and document the multiple roles and contributions that HR makes to the organization’s bottom line. It presents the hypothesis that the HR performance drivers and enablers identified in the strategy map influence organizational outcomes.   
3. Identify the High Leverage HR Deliverables — Within the strategy map, identify the HR deliverables that are likely to have the greatest impact on the organization’s strategy success. These “high leverage” HR deliverables are the strongest candidates for your HR scorecard/dashboard.
4. Identify Key Components of the HR Architecture that Support the HR Deliverables — Your HR architecture must be aligned to achieve the HR deliverables. The HR architecture includes all of the HR systems, infrastructure, and functions that encompass the HR role. This step of the process involves HR assessing the degree to which this architecture is aligned with and supports the HR deliverables. You will assess both the internal alignment and integrity of your HR systems and the external alignment of this architecture within the organization’s strategy map.
5. Develop the HR Scorecard/Dashboard — This step of the process involves finalizing your suite of HR deliverables (and perhaps HR architecture components) to be included within your HR Scorecard. It also involves validating that you have chosen the right HR performance drivers and enablers and then developing valid measures for these deliverables.
6. Educate Internal Customers on Meaning and Use of HR Measures — Share the measures beyond the HR department. The measures need to mean something to the departments you serve.

The HR Deliverables
A strategic focus for HR requires it to move away from simple HR doables (related to improving the efficiency of HR, such as improving the speed of filling positions) to the more challenging HR deliverables (related to the outcomes that result from HR’s efforts — such as employee job satisfaction and employee productivity). These deliverables must be linked to the organization’s strategy for HR to be fulfilling its essential role. There are two types of HR deliverables:
􀂉HR Performance Drivers — The HR deliverables are the key drivers that directly influence the organization’s bottom line. These include employee productivity, employee job satisfaction, employee competence, leadership effectiveness, and workforce availability and are specific to each organization and the human resource factors that enable the fulfillment of organization strategy.
􀂉HR Performance Enablers — The HR enablers are the human resource activities that reinforce and support the HR performance drivers. While they have a less direct influence on the bottom line, they enable the performance drivers to deliver results that do. These might include, for example, a reward system that reinforces customer service behaviors in employees, the stability and high retention rates of employees in high value-added positions in the organization, or a performance management system that reinforces desired behaviors in employees.

It is the responsibility of human resource departments to identify the key HR deliverables that have the most significant impact on achieving the organization’s strategy.

Assessing Your HR Outcomes
Lagging Indicators — Assessing Your HR Outcomes
• Outcome measure.
• An indicator of the end result of a system.
• Tells you what the system did, not what it’s doing.
• Less effective at measuring changes to the system.

Lagging indicators or outcome measures enable you to gauge your overall progress in achieving your HR goals by examining the final end results or outcomes of your collective actions. Because there is typically a “gap” between your HR initiatives and actions and the final results realized, these outcome measures are called lagging indicators — they “lag” behind the actions that generate them.
• Your goal is to increase retention of highly skilled staff to better serve your customers (HR enabler). The lagging indicator for this goal is a lower annual turnover.
• Your goal is to increase employee productivity by 35% this year (HR driver). The lagging indicator for this goal is an annual measure of units produced per person.
• Your goal is to increase customer retention. The lagging indicator for this goal is the percent of revenue generated by existing vs. new customers.

What are some other possible lagging indicators that your organization might use to measure the results of the effectiveness of its systems, activities, and programs?

Early Indicators of Success or Trouble
Leading Indicators — Measuring Your HR Results Along the Way
• Process measure.
• Near immediate feedback to the system.
• Enables you to chart progress over time.
• Provides an “early warning” — Very responsive to changes in the system.

Leading indicators or process measures enable you to gauge the incremental progress you are making in key HR dimensions along the way toward your outcome (lagging) measures. Unlike lagging indicators, process measures typically give more immediate feedback on whether certain HR actions actually translate into measurable results. Called leading indicators, these process measures give early feedback on whether your HR/HRD/OD actions are achieving the desired effect. Leading indicators are also called “performance drivers” in that they are the key factors that drive, and subsequently help achieve, the final end result.
An example: You want to increase retention of key staff in a high customer impact area (the lagging indicator). Some possible leading indicators (a sign that things are moving in the right direction) are:
• A reduction by 10% in absenteeism among staff in these key positions.
• The percent increase in the number of internal people expressing interest in these positions.
• The number of positive customer comments about staff in these high customer contact areas.

What are some other leading indicators (early warning signs) that measure progress against the goal of retaining staff in key customer contact positions?

The HR Scorecard is a powerful way for HR professionals to demonstrate their strategic value to the organization. It does this by . . .
Focusing on leading indicators — The scorecard links HR decisions and systems to HR deliverables which are, in turn, the performance drivers for fulfilling the organization’s strategy implementation and performance goal attainment.
2. Identifying the differences between HR doables and HR deliverables — The HR Scorecard clearly identifies the HR deliverables that directly influence the organization’s strategic implementation/objectives.
3. Demonstrating HR’s contribution to strategy implementation and to the organization’s bottom line — The HR scorecard enables the HR staff and others to see HR’s contribution to the organization’s performance. It provides HR with a focused, credible, and clear strategic rationale for their work in service to the organization.
4. Helping HR managers focus on and manage their strategic responsibilities — The scorecard encourages HR managers to identify how their decisions and actions affect the successful implementation of the organization’s strategy. The HR scorecard helps HR professionals to think systematically about HR strategy.
5. Encouraging HR flexibility and change — By maintaining its focus on the organization’s strategy implementation, the HR Scorecard highlights the importance of HR’s flexibility and adaptability — which constantly undergoes change in response to the environment and other strategic challenges. In a strategy-focused organization, people view the measures as a means to an end rather than an end in themselves.
6. Encouraging “Customers” of HR to become more self-sufficient — Internal customers can be taught to utilize measures to solve problems effectively with less help from HR in a more pro-active manner.
7. Providing Focus for HR and OD staff — It challenges HR staff to identify metrics from their disciplines that support organizational key measures.

The HR Scorecard   represents a way of displaying the HR measures in such a way that it enables a quick understanding of where you are in the journey toward your HR outcomes and in helping to achieve the organization’s goals.

The HR SCORECARD  displays a suite of measures to inform  leaders and staff of the progress the organization is making on its key HR deliverables. The suite of dials represents:
􀂉Employee Job Satisfaction: Three integrated job satisfaction measures — Composite QWL Score, Composite Core Value Score, and Job Satisfaction — that, taken together, measure key employee quality of worklife issues.
􀂉Services Specialist Turnover: A measure of turnover in a  position that has significant impact on  service and  results.
􀂉Employee Engagement: A measure of the degree to which employees are job engaged and engaged with the organization’s strategy.
􀂉Internal Customer Satisfaction: A ten-point measure of the level of staff satisfaction with services received from other  departments.
􀂉Internal Promotions: A measure that captures the relative competence (knowledge and skill level) of the  staff.
Absenteeism Rate — Measures absenteeism. Determine if your organization has an absenteeism problem. Analyze why and how to address issue. Analyze further for effectiveness of attendance policy and effectiveness of management in applying policy. Leading indicator.    [(# days absent in month)
(Ave. # of employees during mo.) x (# of workdays)]
x 100
Cost per Hire — Can be used as a measurement to show any substantial improvements to savings in recruitment/retention costs. Determine what your recruiting function can do to increase savings/reduce costs, etc. Process measure.    (Advertising + Agency Fees + Employee Referrals + Travel cost of applicants and staff + Relocation costs + Recruiter pay and benefits)
Number of Hires
Health Care Costs per Employee — Per capita cost of employee benefits. Indicates cost of health care per employee. See benchmark data from the Bureau of Labor Statistics  Lagging indicator.    Total cost of health care
Total Employees
HR expense factor — HR expenses in relation to the total operating expenses of organization. In addition, determine if expenditures exceeded, met or fell below budget. Analyze HR practices that contributed to savings, if any. Lagging indicator.    HR expense
Total operating expense
Human Capital ROI — Return on investment ratio for employees. Did organization get a return on their investment? Analyze causes of positive/negative ROI metric. Use analysis as opportunity to optimize investment with HR practices such as recruitment, motivation, training and development. Evaluate if HR practices are having a causal relationship in positive changes to improving metric. Lagging indicator.    Revenue - (Operating Expense - [Compensation cost + Benefit cost])
(Compensation cost + Benefit cost)
Human Capital Value Added — Value of workforce's knowledge, skill, and performance. This measurement illustrates how employees add value to organization. Lagging indicator.    Revenue - (Operating Expense - [Compensation cost + Benefit Cost])
Total Number of FTE
Revenue Factor — Benchmark to indicate effectiveness of organization and to show employees as capital rather than as an expense. Human Capital can be viewed as an investment. Lagging indicator.    Revenue
Total Number of FTE
Time to Fill — Number of days from which job requisition was approved to new hire start date. How efficient/productive is recruiting function? This is also a process measurement. Process measure.    Total days elapsed to fill requisitions
Number hired

Training Investment Factor — Training cost per employee. Analyze training function further for effectiveness of training (i.e. Has productivity increased as a result of acquiring new skills and knowledge? Have accidents decreased?). If not, evaluate causes. Process measure.    Total training cost
Training ROI — A measure of whether the training program led to positive results or outcomes that affect the organization’s bottom line. “Total costs” include all direct costs associated with the training program (e.g., needs assessment, design, hours in training per participant, materials, hiring of trainer, etc.) and an estimate of lost productivity while trainees are in training. Lagging indicator.    [(total benefits from the training – total costs)
Total costs]
x 100

Turnover Costs — Factors (i.e. knowledge, skills, and abilities) and costs incurred when an employee leaves your organization. Exit interviews are a useful tool in determining why employees are leaving your organization (for a FREE copy of a sample exit interview, visit and go to our “Tools and Tips” page). Implement retention efforts. Evaluate if HR practices are having a causal relationship in positive changes to improving cost of turnover. Lagging indicator.    Cost to terminate + Cost per hire+ Vacancy Cost + Learning curve loss
Turnover Rate — This measures the rate for which employees leave an organization. Is there a trend? Has metric increased/decreased? Analyze what has caused increase/decrease to metric. Determine what organization can do to improve retention efforts. Evaluate if HR practices has a causal relationship in positive changes to improving metric. Calculate and compare your turnover metric to national average (visit the Bureau of Labor Statistics for comparative data:. The annual rate is determined by the number of total separations for the year divided by the average monthly employment for the year, times 100. Leading and Lagging indicator (depends upon frequency of measure).    [# of separations during mo.
Ave. # of employees during mo.] x 100

Workers' Compensation Cost per Employee — Analyze and compare (i.e. year 1 to year 2, etc.) on a regular basis. You can also analyze workers compensation further to determine trends in types of injuries, injuries by department, jobs, etc. HR practices such as safety training, disability management, and incentives can reduce costs. Use metric as benchmark to show causal relationship between HR practices and reduced workers compensation accidents/costs. Lagging indicator.
Total WC cost for Year
Average number of employees





Strategies--------------Increase Market Share
[set  high  level goals]

Objectives-------------Increase Customer Satisfaction
[planned  action ]

Measures --------------Average Customer Rating (scale of 1-10)
[what  indicates  success or failure]

Targets------------------Achieve 9.9 of 10 Average Customer Rating
[desired  level of  performance ]

Initiatives--------------Train CSR Staff in Problem Resolution Skills
[action  to  achieve  the  objectives/target ]


Objectives---new  products  sales
Measures ---%of  sales from  new  products
Objectives---responsive  supply
Measures---ontime  delivery  everytime.
Objectives---to be  the  preferred  supplier
Measures---share  of  key   accounts.
Objectives---customer partnership
Measures---number  of   cooperative  efforts.
Objectives---manufacturing  excellence
Measures---cycle  time/ yield
Objectives---increase  productivity
Measures---engineering  efficiency
Objectives---reduce  product  launch  delays.
Measures---actual  launch date  vs planned  date.
Objectives---revenue  growth
Measures---revenue  budget
Measures---return  on  equity
Objectives---cost  leadership
Measures---unit  cost

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Leo Lingham


management consulting process, management consulting career, management development, human resource planning and development, strategic planning in human resources, marketing, careers in management, product management etc


18 years working managerial experience covering business planning, strategic planning, corporate planning, management service, organization development, marketing, sales management etc


24 years in management consulting which includes business planning, strategic planning, marketing , product management,
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