1.) What is/are the strategy or strategies of the company?
• The three main strategic themes for the company were sustainable/high profitable growth, innovative solutions/partnerships, and operational/technical excellence.
2.) What perspectives were used?
• The company made the decision to take those three key strategies and work with those. However, the company noted the importance of financials prior to customer service which is common for commercial industry companies. Through these perspectives the company felt as though they were aligned with the comprehensive strategy map.
3.) What are the strategic objectives?
• Veolia Water NA had made the decision to approach strategic objectives by instead of separating the objectives, and the three
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Through gaining the data they were able to come up with different targets, and criteria to helped with being able to see results much faster. Specifically, the company noted the ability to see growth in “their Business Process perspective KPIs” (Veolia Water North American Case Study, n.d., p 6).
5.) Did the company present a strategy map?
• The company did present a strategy map which involved including specific themes at the top of the map as they illustrated the key values of the company. The specific themes included “high growth, innovation, operational excellence” (Veolia Water North etc., n.d., p. 5). Through creating the strategy map the company was able to use it as the “basis for communicating the strategy to their stakeholders” (Veolia Water North etc., n.d., p. 5).
6.) Were there any problems identified in implementation? If so, what were the problems?
• There were two main concerns that the company had to address following using the balance scorecard method. First was “address payroll consolidation issues with third party vendor (ADP)” (Veolia Water North etc., n.d., p. 9). Second, was impending a website that would replace a lot of the process time giving the opportunity to have a more effective method when addressing different projects (Veolia Water North etc., n.d., p.