Balanced Scorecard And Strategy Map Of Shell Plc

3804 Words16 Pages
COVENTRY UNIVERSITY LONDON CAMPUS M004LON: FINANCE, FUNDING AND LEGISLATIVE FRAMEWORKS FOR SUCCESS TITLE: BALANCED SCORECARD AND STRATEGY MAP OF ROYAL DUTCH SHELL NAME: OMOJOLA OMOWUNMI. O STUDENT ID: 3976896 TERM 2 02-04-2012 WORD COUNT: 2634 WORDS EXECUTIVE SUMMARY TABLE OF CONTENTS I. Executive summary II. Vision and strategy of Royal Dutch Shell III. The balanced Scorecard of Royal Dutch Shell IV. The strategy Map V. Recommendations VI. Critical discussion and evaluation of the balanced scorecard VII. List of references I. EXECUTIVE SUMMARY This report is aimed at the board of directors of Royal Dutch Shell (RDS). It highlights the vision and strategy of the organisation and also provides the details on the management of shell using the balance scorecard and strategy map as tools for strategic management. The balanced scorecard is used to align business activities to the identified vision and strategy of the RDS to monitor their performance against these strategic goals. The BSC entails four perspectives which are financial perspective, customer perspective, innovation, learning and growth perspective. This report analyses how these four perspectives are combined to manage and implement the strategy of the organisation and how the three latter perspectives drive the financial performance. However, the objectives, key performance indicators, targets and initiatives of these perspectives have also been identified and discussed appropriately in relation to each of the perspectives. Recommendations have also been presented in this report based on the assessment of the balance scorecard. The final part of this paper however provides the practical use of the balanced scorecard and its limitations in relation to the strategic management of business organisations. The combination of all

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