Full Description

In 2006, Greater Cincinnati Water Works (GCWW) began a robust review of its Strategic Plan andoperating processes within the utility. GCWW had been tracking performance metricsfor some time but realized the shortcomings of their approach. What GCWW needed was a processthat would not only help it develop and track meaningful performance indicators as wellas tie it all to the enterprise level, but would also align GCWW's Strategic Plan around ameaningful structure. This structure would need the ability to cascade performanceindicators through the various divisions and yet convey overall organizationalperformance. This paper examines the process GCWW followed to align existing andcreate new key performance indicators to the balanced scorecard. This process is the firststep in linking daily operations to the utility's vision, mission, and overall businessstrategy, and will position GCWW for the next step in the performance managementprocess.

Product Details

Edition: Vol. - No. Published: 11/01/2009 Number of Pages: 4File Size: 1 file , 750 KB