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• Teaching Note | HBS Case Collection | May 1991 (Revised March 2018)

  Automation Consulting Services

  Robert Simons

  Teaching Note for 190-053

  Keywords: strategy and execution; Management Control Systems; Levers of Control; Consulting Industry;

  Citation:

  Simons, Robert. "Automation Consulting Services." Harvard Business School Teaching Note 191-030, May 1991. (Revised March 2018.)  View Details

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• Module Note | November 2016 (Revised March 2018)

  Strategy Execution Module 9: Building a Balanced Scorecard

  Robert Simons

  This module reading explains how to construct a strategy map and build a balanced scorecard. Using an internal value chain model, the module illustrates how a balanced scorecard can support and enable customer management, innovation, operations, and post-sale service processes. The analysis provides details on how to design performance indicators to monitor financial goals, customer goals, internal process goals, and learning and growth goals. The module discusses how these measures provide a comprehensive set of tools for monitoring strategy execution. The module concludes by discussing how to assign accountability for balanced scorecard measures to individual managers to ensure focus and alignment throughout the organization. While this module is designed to be used alone, it is part of the Strategy Execution series. Taken together, the series forms a complete course that teaches the latest techniques for using performance measurement and control systems to implement strategy. Modules 1 - 4 set out the foundations for strategy implementation. Modules 5 - 10 teach quantitative tools for performance measurement and control. Modules 11 - 15 illustrate the use of these techniques by managers to achieve profit goals and strategies.

  Keywords: Management Control Systems; Implementing strategy; strategy; Execution; balanced scorecard; performance measurement; Strategy map; Business goals; business model; Customer measures; Strategy; Balanced Scorecard; Business Model;

  Citation:

  Simons, Robert. "Strategy Execution Module 9: Building a Balanced Scorecard." Harvard Business School Module Note 117-109, November 2016. (Revised March 2018.)  View Details

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• Module Note | September 2016 (Revised January 2018)

  Strategy Execution Module 4: Organizing for Performance

  Robert Simons

  This module reading explores the implications of different business models on organization design. After discussing the distinction between units focused on work processes and those devoted to markets, the analysis provides insight as to when to organize businesses by function, geography, products, customers, or expert knowledge. The analysis highlights the difference between operating core units designed for efficiency and market-facing units designed for responsiveness. Span of control and span of accountability are introduced as key concepts to direct organizational attention and ensure the effective execution of strategy. While this module is designed to be used alone, it is part of the Strategy Execution series. Taken together, the series forms a complete course that teaches the latest techniques for using performance measurement and control systems to implement strategy. Modules 1 - 4 set out the foundations for strategy implementation. Modules 5 - 10 teach quantitative tools for performance measurement and control. Modules 11 - 15 illustrate the use of these techniques by managers to achieve profit goals and strategies.

  Keywords: Management Control Systems; Implementing strategy; strategy; Execution; organizational design; organizational structure; Customer focused organization; specialization; span of control; span of accountability; Span of attention; Strategy; Organizational Design; Organizational Structure;

  Citation:

  Simons, Robert. "Strategy Execution Module 4: Organizing for Performance." Harvard Business School Module Note 117-104, September 2016. (Revised January 2018.)  View Details

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