Abstract
This paper suggests a methodology that focuses on the vision and the deployment of strategies throughout the organization by merging Balanced Scorecard and Hoshin Kanri. The authors believe that combining a performance-oriented approach like the Balanced Scorecard with a process-oriented approach like Hoshin Kanri creates synergy. The proposed methodology begins with the selection of strategic objectives according to the Balanced Scorecard perspectives, which is followed by the generation of the strategy map. The developed strategies are then deployed down to implementation plans which are reviewed by Hoshin Kanri, and the outcomes are evaluated by utilizing both tools. The implementation of the proposed methodology is illustrated based on an Engineering Management Graduate Program (EngMan). Finally, using the proposed methodology, implementation plans for the management of EngMan are realized, facilitating EngMan to attain its vision in the long term.
| Original language | English |
|---|---|
| Pages (from-to) | 999-1014 |
| Number of pages | 16 |
| Journal | Total Quality Management and Business Excellence |
| Volume | 18 |
| Issue number | 9 |
| DOIs | |
| Publication status | Published - Nov 2007 |
Funding
The strategy map of EngMan is illustrated in Figure 9. The process of drawing the strategy map required extensive thinking about the functioning of the organization, the role of strategies, and how to implement them effectively. At the top of the strategy map is placed the ultimate goal of EngMan, ‘create a brand’. The customer perspective contains two strategic objectives: increase market share and attract high quality engineers/students. In order to drive these objectives we need to create value for the customers, reflecting the characteristics of the product, relations with our customers, and our image. This can be achieved through the processes including teaching, research, consultancy, and promotion activities, and building industrial relationships described in the activity perspective. The development perspective includes three themes: strategic technologies, strategic competencies, and financial support, these are the drivers for the strategies in the activity perspective. The financial perspective includes ‘increase the financial income’, provided through two main sources: external funding from industry and education fees from students. These are used to finance the technology and facility investments, promotion activities, and teaching and research activities. Indeed, the strategies in the financial, development, and activity perspectives have to be accomplished in order to achieve the desired outcomes in the customer perspective.
Keywords
- Balanced scorecard
- Higher education
- Hoshin Kanri
- Strategic management