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One of the workshops held at the Balanced Scorecard Forum 2011 Dubai, Executing Strategy with Balanced Scorecard, facilitated by Aldo Labaki & Roberto Wyszkowski, Palladium UAE, generated an environment of open discussions, including time allocated to questions and answers.
Samuel Culber, UCLA professor shares advice on addressing negative performance with employees. Key ideas:
SABMiller plc, one of the world’s largest brewers present across six continents, implemented the Sustainability Assessment Matrix (SAM), a bespoke management system (SABMiller, 2011) that enables the company to monitor the performance of the operating businesses against the 10 sustainable development priorities set:
One of the workshops held at the Balanced Scorecard Forum 2011 Dubai referred to applying the Balanced Scorecard to small and medium-sized enterprises (SMEs). The workshop was facilitated by Alan Fell (Alan Fell Consultancy Ltd, UK).
The Balanced Scorecard emerged in the early 1990s as a new management concept and was immediately embraced by both academics and corporate world (Denton 2005, de Wall 2003, and Bourne 2008). Since then, the potential of this new concept was recognized in various forms, receiving distinctions as the best theoretical framework in 1997 from the American Accounting Association (Norreklit, 2003), while the Harvard Business Review considered that the Balanced Scorecard was one of the most influential ideas of the twentieth century.
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