Case ID: 101111
Solution ID: 23589
Words: 1317
Price $ 45

Boston Lyric Opera Case Solution

Boston Lyric Opera Case solution Download

Case Solution

The Boston Lyric Opera was the quickest developing musical drama organization in North America amid the 1990s. Having effectively finished a move to a bigger utility in 1999, the board and general director perceive the need to build up a formal strategic planning and governance procedure to facilitate the company into the coming times. Board members, senior supervisors, and artistic leaders utilize the Balanced Scorecard (BSC) as the center of a multi-month tacticalplanningprocedure that builds up a tactical guide and aims in the four BSC points of views for three core strategic approaches. This case portrays the construction of the high-level scorecard, its translation into other departments and employees and the director’s meetings and reactions – using the BSC – with the artistic managers and BOD

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Questions Covered

1.The Boston Lyric Opera (BLO) working group has selected eight customer objectives for

its three strategic themes (see bulleted items on pages 5-7 of the case, also summarized in

the Customer row of Exhibit 5):

• Develop loyal and generous supporters

• Build reputation on national and international opera scene

• Reach the Boston area community

What measures should the project team select for these eight objectives?

2. What changes were required to adapt the Balanced Scorecard (BSC) to a nonprofit  organization?

3. What are the benefits from developing the Balanced Scorecard at BLO? What challenges  and barriers must Del Sesto and Dahling-Sullivan overcome to capture these benefits?

4. Comment