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
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?