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Measures of the Learning and Growth Perspective

The Learning and Growth Perspective
Learning and Growth perspective focuses on the intangible assets of a company or an organization. It addresses the internal skills and the employees’ abilities to back up the value-creating internal processes. The intangible assets include; the human capital which deals in skills, training and knowledge, the information capital that deals in systems, databases and networks, and finally the organizational capital which addresses culture, leadership, alignment and teamwork. In this perspective, the objectives describe strategy is supported by uniting or cooperation of people, technology and the organizational climate. The measures are intended for assessing improvements in the internal processes, customer and financial perspectives. (Hansen, Mowen & Guan, 2009)
The financial perspective
Many companies disproportionate more emphasis on the financial perspective at the expense of the other three perspectives, which are; customer perspective, internal business process perspective and the learning and growth perspective. An example of the company which is associated with this case is the Saatchi &Saatchi. The financial perspective focuses on the organization’s financial performance. It connects with the other perspectives through relationships between cost and the results in meeting the objectives of the other scorecards. (Ledgerwood, 1999).
Throughout the 1970s and 1980s, the company experienced steady growth through acquisitions. The Saatchi & Saatchi along with other organizations faced the recession in the early 1990s that almost led them to bankruptcy. Bob Seelert joined as chairman who later hired Kevin Roberts as chief executive officer (CEO) in April 1997. The company’s top leadership team developed a new vision and global strategy and set three year financial goals. The financial success required them to pay close attention to the core client base of the agency. The company paid more attention on the financial perspective than the other perspectives but later on realized that they were important for its success. For instance, on paying close attention to the core client base, the top managerial team realized that customers too were of equal importance, hence combined the financial perspective with the customer perspective.
Some organizations do not have relevant customers to take into consideration, unlike others where all parts of the balanced scorecard operate equally. Such organizations don’t aim at making profit. An example in this case is Duke Children’s Hospital in Raleigh-Durham. They used the Balance scorecard to develop a strategy-focused organization. The objectives were to achieve strategic control of the organization, increase the stakeholders’ knowledge and change the organization in a way that it could optimize the performance of the organization. The other organizations use the balance scorecard to ensure that the organization is balanced. (Kaplan & Norton, 1996).
Stakeholders’ conflicts
Organizations are complex systems with multiple stakeholders. Sometimes the interests of various stakeholders can conflict. An example of a business process where the interests of stakeholders were in oppositions is the Chicken Food Delivery service in Korea. The organization was a popular product service business and used to deliver food instantly to customers at a convenient place and time. A service blue print was proposed. The designer proposed for a new innovative location based DB management system for telephone order to make delivery quick and more effective. The proposal assumed that all stakeholders will agree and implement it however the story changed. The delivery men were important stakeholders because they used to meet with their customers face to face. The timely delivery of food was important for food quality but then, the men’s’ role of delivery was also of equal importance. Dangers of serious road accidents, forced to drive at speed and more others raised serious debates hence conflicts. (Lasher 2008)
The constraint was between employer and employees. The unresolved constrains would lead to conflicts between the employee and the employers. The conflict would cause undesired effects which would lead to poor service quality. In resolving the conflict, I would start by listing the undesired effects e. g late deliveries leading to serving customers with cold chicken, road accidents of delivery workers if they tried to deliver food as fast as possible, stress of delivery job being big and many others. The next step is to improve the listed undesired effects. Then, I would relate them to the basic objectives of the change the organization wanted (service blue print). I would resolve the conflict bearing in mind the socio-cultural dimensions of the service, the technology and the organization.
The next step is to apply the four approaches in solving conflicts between employer and employees, which are employer regulation, joint regulation, state regulation and regulated collectivism. Employer regulation involves combining personal processes and voluntary methods which are driven by the employer and the management. Joint regulation involves collective bargaining between employers and union representatives, and joint consultations where the representatives of the employer and the employees come together at the work place discuss issues of common interest. The state regulation involves combining processes with legal methods. The examples are; employment contracts, individual workers employment rights, laws that control share ownership of employees among others. The regulate collectivism is about the collective processes that are supported by law. They include; the wage boards, industrial sanctions’, rights of trade unions among others.
Measures of learning and growth perspective
There are several measures of the learning and growth perspective, such as; Real-time availability of accurate customer and internal process information to front-line employees, ability to launch new products, ability to create more value for customers, ability to penetrate new markets, alignment of employee incentives with overall organizational success factors, rates of improvement in critical customer-based and internal processes. Consideration of these measures reveals that it can be difficult to quantify these factors. The measure of ability to penetrate new markets is very critical to an organization but is difficult to measure. It is not easy for organizations to measure or tell if they will succeed in new markets mainly because of lack of knowledge of where to market, where to source products and the investment control. The best way to go about it is by using online versions of Facebook to measure success or failure. With it, one can get to measure the success of an organization; because it is globally based hence can help in measuring the ability to penetrate into new markets is possible. (Niven 2005).
Balancing the four perspectives in the balance scorecards
The most difficult aspect of simultaneously balancing the four perspectives in the balanced scorecard is the pace of continuous change, acceptance of change by the workforce, the culture and the goals an organization sets to achieve. The technology continues to change in everyday innovations and the workforce is more diverse mechanized. Accepting change in any organization is not an easy task; it takes time before change gets fully implemented. The goals of the organization determine the right perspective for the company which through fully implementing it makes the company to achieve its set goals.

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