SUSAN JOHNSON
The president of Futura, Susan Johnson, puts a lot of emphasis on the learning and growth experience in contrast to the other perspectives contained in the balanced scorecard. This is primarily because she considers that the quadrant pertaining to learning and growth plays a greater role in the balance scorecard in comparison to the other quadrants. She basis this on the fact that the individual who tend to be respected, trusted and challenged to develop are necessary for the success of future corporations. The dimension of learning, innovation, and growth creates the foundation necessary for the success of the other quadrants. The quadrants of customer service, financial and internal operations are primarily driven or dependant on the learning and growth quadrant. This means that any manger who intends to operate at optimal capacity must at first ensure that this quadrant is realized to its full potential (Gumbus, & Johnson, 2003).
The president is of the belief that the employee plays a very crucial role in the success of a company. Having the right personnel will ensures that a company stays well ahead of the competition. The production process is not merely dependent on the technology it embraces but on the staff who operate this technology. The president is of the view that the value of the company is highly dependent on its ability to learn, innovate and improve. These aspects are especially important for the success of a company that operates in a corporate environment that is characterized by uncertainty and dynamism.
Analysis
The company is particularly concerned with the corporate aspects of Safety, Employee Proficiency in different area of Corporate Culture, Annual Performance, Personal Development Review, Customer Services, Internal Operation and Financial. These corporate aspects are regularly checked and measured to ensure that they do not fall below the forecasted limits. The company further makes use of the balance scorecard to make emphasis on two of their strong aspects that enable them to stay ahead of the competition. The company utilizes the balanced scorecard to ensure that they continue to lead in the ability to employ and maintain the most qualified personnel and their commitment to customer satisfaction.
The above are measured by the company through carrying out of surveys as a means of knowing from its members of staff on the necessary changes that can be executed in transforming the company into new successes. One of these surveys is the, Employee friendly intiatives at future that is carried out annually. Another review is the birthday review where the members of staff provide the company with crucial information regarding achievement, communication and work climate.
Conclusion
In conclusion, it is evident that the measures undertaken by the company capture the dimensions of learning and growth perspective to a large extent. The company is able to achieve this objective through the various surveys and reviews conducted by the company. The company staff can prove to be an invaluable source of information. By encouraging them to freely submit information that pertains to the performance of the company, the management can use this information to ensure the company runs at optimal productivity.
Evaluation
The approach adopted by the company does indeed make good sense. The ability of a company to learning and growth determine the success of the other quadrants. A company is able to achieve the objectives of learning and growth through employee, information systems and organizational alignment. From the article, it is evident that the company executes the above. The focus on employee satisfaction and motivation highly facilitates the company’s performance in face of stiff competition (Niven, 2010).
References
Gumbus, A. & Johnson, S.D. (2003, July). The balanced scorecard at Futura Industries. Strategic Finance. 85(1). 36-42. Retrieved May 17, 2010, from http://proquest.umi.com/pqdweb?sid=1&vinst=PROD&fmt=6&startpage=-1&clientid=29440&vname=PQD&RQT=309&did=370139621&scaling=FULL&vtype=PQD&rqt=309&TS=1226799369&clientId=29440
Niven, P. (N.D.) Learning and Growth perspective. EPM Review. Retrieved May 17, 2010, from http://www.epmreview.com/Resources/Articles/Learning-and-Growth-Perspective.html
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