Choose the Right Measures, Drive the Right Strategy

Dennis  Campbell

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Article | Balanced Scorecard Report | May – June 2006

Choose the Right Measures, Drive the Right Strategy

by Dennis Campbell

Abstract

Metrics overload is a common problem that can have serious consequences: Specifically, it can make it difficult for employees to see what actions they should take to execute strategic objectives. Having too many metrics dilutes the focus and invariably means many are irrelevant. Here, accounting and performance measurement expert Dennis Campbell traces a major Canadian bank's experience in overhauling its customer satisfaction metrics to make them meaningful--and actionable--to frontline employees.

Keywords: Measurement and Metrics; Strategy; Employees; Customer Satisfaction;

Format: Print

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Citation:

Campbell, Dennis. "Choose the Right Measures, Drive the Right Strategy." Balanced Scorecard Report (May–June 2006).

About the Author

Dennis Campbell

Dwight P. Robinson, Jr. Professor of Business Administration
Unit Head, Accounting and Management

Accounting and Management

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Technical Note | HBS Case Collection | June 2019

Sustaining Corporate Culture in a Growing Organization

Dennis Campbell and Tatiana Sandino

Citation:
Campbell, Dennis, and Tatiana Sandino. "Sustaining Corporate Culture in a Growing Organization." Harvard Business School Technical Note 119-109, June 2019. View Details

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Case | HBS Case Collection | April 2019

GE Appliances: Implementing Haier’s Made-In-China Management System

Dennis Campbell, Marshall Meyer, Bonnie Yining Cao and Dawn H. Lau

Keywords: Business or Company Management; Growth and Development Strategy; Manufacturing Industry; Retail Industry; Consumer Products Industry; China; United States;

Citation:
Campbell, Dennis, Marshall Meyer, Bonnie Yining Cao, and Dawn H. Lau. "GE Appliances: Implementing Haier’s Made-In-China Management System." Harvard Business School Case 119-099, April 2019. View Details

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Case | HBS Case Collection | October 2017 (Revised April 2019)

Eastern Bank: Innovating Through Eastern Labs

Karen Mills, Dennis Campbell and Aaron Mukerjee

Eastern Bank is a 200-year-old New England mutual bank with a community focus. Eastern specializes in small business lending, having made strategic investments to become the top SBA lender in New England in the midst of the Great Recession, when other banks were pulling back. But with technology threatening to disrupt Eastern’s relationship banking model, CEO Bob Rivers is getting worried. Looking to spur innovation at the bank, he set up meetings at MIT to talk with “fintech” entrepreneurs. In a deliberate quest for innovation talent, Rivers finds his way to Dan O'Malley, co-founder of the payments division at Capital One and, most recently, CEO of a failed online bank. O'Malley agrees to join the bank as Chief Digital Officer, leading product development, customer support, and “Eastern Labs”—a new office enclosed by glass walls and located in the middle of Eastern's main lobby. Rivers provides Labs with $4 million annually—1% of gross revenues—to develop new banking technologies, and promises to help O’Malley spin out his own company if he develops product that can be monetized. O’Malley conducts tests in insurance cross-selling and small business lending, eventually launching a completely automated small business lending product. Rivers keeps the promise by helping O'Malley spin out a bank technology company called Numerated, and secures a 25% equity share for Eastern. But by the time of the spin out, Rivers is reassessing the success of the effort. Did Rivers have the right intrapreneurship model? Did he change the culture at Eastern? Did he make a mistake spinning off Numerated into a separate company? What lessons can he learn for “Labs 2.0”?

Keywords: Banks and Banking; Technological Innovation; Entrepreneurship; Management;

Citation:
Mills, Karen, Dennis Campbell, and Aaron Mukerjee. "Eastern Bank: Innovating Through Eastern Labs." Harvard Business School Case 318-068, October 2017. (Revised April 2019.) View Details

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Choose the Right Measures, Drive the Right Strategy

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