Hitt M.A., Ireland R.D., Hoskisson R.E. Strategic Management: Competitiveness and Globalization: Concepts
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Part 3: Strategic Actions: Strategy Implementation
The challenge strategic leaders face is to verify that their firm is emphasizing financial
and strategic controls so that firm performance improves. The Balanced Scorecard is a
tool that helps strategic leaders assess the effectiveness of the controls.
The Balanced Scorecard
The balanced scorecard is a framework firms can use to verify that they have established
both strategic and financial controls to assess their performance.
139
This technique is most
appropriate for use when dealing with business-level strategies; however, it can also be
used with the other strategies firms may choose to implement (e.g., corporate level, inter-
national, and cooperative).
The underlying premise of the balanced scorecard is that firms jeopardize their
future performance possibilities when financial controls are emphasized at the expense
of strategic controls,
140
in that financial controls provide feedback about outcomes
achieved from past actions, but do not communicate the drivers of future perfor-
mance.
141
Thus, an overemphasis on financial controls has the potential to promote
managerial behavior that sacrifices the firm’s long-term, value-creating potential for
short-term performance gains.
142
An appropriate balance of strategic controls and
financial controls, rather than an overemphasis on either, allows firms to effectively
monitor their performance.
Four perspectives are integrated to form the balanced scorecard framework: finan-
cial (concerned with growth, profitability, and risk from the shareholders’ perspective),
customer (concerned with the amount of value customers perceive was created by the
firm’s products), internal business processes (with a focus on the priorities for various
business processes that create customer and shareholder satisfaction), and learning and
growth (concerned with the firm’s effort to create a climate that supports change, inno-
vation, and growth). Thus, using the balanced scorecard framework allows the firm to
understand how it looks to shareholders (financial perspective), how customers view it
(customer perspective), the processes it must emphasize to successfully use its competi-
tive advantage (internal perspective), and what it can do to improve its performance in
order to grow (learning and growth perspective).
143
Generally speaking, strategic controls
tend to be emphasized when the firm assesses its performance relative to the learning and
growth perspective, whereas financial controls are emphasized when assessing perfor-
mance in terms of the financial perspective.
Firms use different criteria to measure their standing relative to the scorecard’s four
perspectives. We show sample criteria in Figure 12.5. The firm should select the num-
ber of criteria that will allow it to have both a strategic understanding and a financial
understanding of its performance without becoming immersed in too many details.
144
For example, we know from research that a firm’s innovation, quality of its goods and
services, growth of its sales, and its profitability are all interrelated.
145
Strategic leaders play an important role in determining a proper balance between
strategic controls and financial controls, whether they are in single-business firms or
large diversified firms. A proper balance between controls is important, in that “wealth
creation for organizations where strategic leadership is exercised is possible because
these leaders make appropriate investments for future viability [through strategic con-
trol], while maintaining an appropriate level of financial stability in the present [through
financial control].”
146
In fact, most corporate restructuring is designed to refocus the firm
on its core businesses, thereby allowing top executives to reestablish strategic control of
their separate business units.
147
Successfully using strategic control frequently is integrated with appropriate auton-
omy for the various subunits so that they can gain a competitive advantage in their
respective markets.
148
Strategic control can be used to promote the sharing of both tangi-
ble and intangible resources among interdependent businesses within a firm’s portfolio.
In addition, the autonomy provided allows the flexibility necessary to take advantage of
:
368
The balanced
scorecard is a framework
fi rms can use to verify that
they have established both
strategic and fi nancial
controls to assess their
performance.
369
Chapter 12: Strategic Leadership
specific marketplace opportunities. As a result, strategic leadership promotes simultane-
ous use of strategic control and autonomy.
149
The balanced scorecard is being used by car manufacturer Porsche. After this
manufacturer of sought-after sports cars regained its market-leading position, it
implemented a balanced scorecard approach in an effort to maintain this position.
In particular, Porsche used the balanced scorecard to promote learning and continu-
ously improve the business. For example, knowledge was collected from all Porsche
dealerships throughout the world. The instrument used to collect the information was
referred to as “Porsche Key Performance Indicators.” The fact that Porsche is now the
world’s most profitable automaker suggests the value the firm gained and is gaining by
using the balanced scorecard as a foundation for simultaneously emphasizing strategic
and financial controls.
150
As we have explained, strategic leaders are critical to a firm’s ability to successfully
use all parts of the strategic management process. As described in the Strategic Focus,
the new CEO for Wal-Mart, Mike Duke, has the strategic leadership skills to position
him and his company for future success. Certainly, the future for strategic leaders similar
to Duke is likely to be challenging; but he is leading a highly successful company that is
increasing its market share and is likely to grow in international markets, where he has
significant experience and knowledge. He appears to emphasize balanced organizational
controls and uses many of the principles of the Balanced Scorecard. With people like
Mike Duke in these roles, the work of strategic leaders will remain exciting and has a
strong possibility of creating positive outcomes for all of a firm’s stakeholders.
• Cash flow
• Return on equity
• Return on assets
• Assessment of ability to anticipate customers’ needs
• Effectiveness of customer service practices
• Percentage of repeat business
• Quality of communications with customers
• Asset utilization improvements
• Improvements in employee morale
• Changes in turnover rates
• Improvements in innovation ability
• Number of new products compared to competitors
• Increases in employees’ skills
Learning
and
Growth
Internal
Business
Processes
Customer
Financial
Perspectives Criteria
Figure 12.5 Strategic Controls and Financial Controls in a Balanced Scorecard Framework
On February 1, 2009, Mike Duke was named the
CEO of Wal-Mart. Duke had been chief of the
international division and vice chairman of the
board of directors prior to his new appointment.
The prior CEO, Lee Scott, was in the job for
almost 10 years. During his time as CEO, many changes were made in the Wal-Mart strategy.
In particular, it went back to its roots with a primary focus on providing value at the lowest
possible price. He also started a major public relations program to answer Wal-Mart critics and
placed a major emphasis on environment and sustainability. His changes started to pay off for
Wal-Mart as its stock price increased 18 percent in 2008, the best performer in the Dow Jones
industrial average. Wal-Mart’s profits increased during 2008, a year when most companies—
especially retailers—experienced declines because of the severe economic climate.
Duke began his tenure at Wal-Mart in 1995 as vice president of logistics after 23 years
with Federated Department Stores. Duke eventually ascended to the leadership of the
international division and presided over its unprecedented growth. That division is larger
than most multinational companies with more than 3,500 stores, 680,000 employees (or
“associates” in Wal-Mart terms), and approximately $100 billion in annual sales. Duke was
known for building a strong international leadership team. In fact, he is likely to emphasize
global business even more for Wal-Mart as a strategy to enhance growth.
Duke is also known for emphasizing high standards of excellence for the company’s
resources and people. This includes the redesign of the logistics and merchandise
distribution system, known as the best in the world, and in recruiting strong talent and
building excellent leadership teams. He has already announced that he will
increase the speed of and enlarge Wal-Mart’s commitment to sustainability
as a major part of the firm’s organizational culture. Duke is considered to be
a strategic thinker and a risk taker. He believes Wal-Mart should try to be the
market share leader in every foreign market it enters. Wal-Mart pulled out of
Germany and Korea for this reason. Duke is also known to have excellent
interpersonal skills.
Wal-Mart is the leading retailer in the world and one of the largest
corporations with more than $400 billion in sales. It has been positioned for
much future growth and success and Mike Duke has the strategic leadership
skills to achieve these goals.
Sources: 2009, Michael T. Duke, Wal-Mart, http://www.walmartstores.com, accessed on May 26;
2009, Wal-Mart reports first quarter financial results, New YorkTtimes, http://markets.on.nytimes.com,
May 14; S. Kapner, 2009, Changing of the guard at Wal-Mart, Fortune, March 2. 68–74; S.
Rosenbloom, 2009, Wal-Mart hopes to hold onto customers it gained from recession, New York
Times, http://wwww.nytimes.com, February 18; 2008, Wal-Mart picks Mike Duke as new CEO,
MSNBC.com, http://www.msnbc.msn.com, November 21; S. Rosenbloom, 2008, Wal-Mart taps new
chief executive, New York Times, http://www.nytimes.com, October 21.
THE “GLOBAL DUKE
OF RETAIL”: THE NEW
STRATEGIC LEADER
OF WAL-MART
Wal-Mart Stores Inc. President and Chief Financial Officer Mike Duke speaks during the an-
nual Wal-Mart shareholder's meeting in Fayetteville, Arkansas. Duke has pledged to share-
holders that the world's largest retailer will build on its success by keeping its customers even
when the economy improves.
AP Photo/April L. Brown
371
Effective strategic leadership is a prerequisite to successfully •
using the strategic management process. Strategic leader-
ship entails the ability to anticipate events, envision pos-
sibilities, maintain flexibility, and empower others to create
strategic change.
Top-level managers are an important resource for firms to
•
develop and exploit competitive advantages. In addition,
when they and their work are valuable, rare, imperfectly
imitable, and nonsubstitutable, strategic leaders are also a
source of competitive advantage.
The top management team is composed of key managers
•
who play a critical role in selecting and implementing the
firm’s strategies. Generally, they are officers of the corpora-
tion and/or members of the board of directors.
The top management team’s characteristics, a firm’s strate-
•
gies, and its performance are all interrelated. For example,
a top management team with significant marketing and
R&D knowledge positively contributes to the firm’s use of a
growth strategy. Overall, having diverse skills increases most
top management teams’ effectiveness.
Typically, performance improves when the board of directors
•
is involved in shaping a firm’s strategic direction. However,
when the CEO has a great deal of power, the board may
be less involved in decisions about strategy formulation and
implementation. By appointing people to the board and
simultaneously serving as CEO and chair of the board, CEOs
increase their power.
In managerial succession, strategic leaders are selected
•
from either the internal or the external managerial labor
market. Because of their effect on firm performance, selec-
tion of strategic leaders has implications for a firm’s effec-
tiveness. Companies use a variety of reasons for selecting
the firm’s strategic leaders either internally or externally.
In most instances, the internal market is used to select the
CEO; but the number of outsiders chosen is increasing.
Outsiders often are selected to initiate major changes in
strategy.
Effective strategic leadership has five major components:
•
determining the firm’s strategic direction, effectively manag-
ing the firm’s resource portfolio (including exploiting and
maintaining core competencies and managing human capital
and social capital), sustaining an effective organizational
culture, emphasizing ethical practices, and establishing bal-
anced organizational controls.
Strategic leaders must develop the firm’s strategic direc-
•
tion. The strategic direction specifies the image and char-
acter the firm wants to develop over time. To form the
strategic direction, strategic leaders evaluate the conditions
(e.g., opportunities and threats in the external environment)
they expect their firm to face over the next three to five
years.
Strategic leaders must ensure that their firm exploits its core •
competencies, which are used to produce and deliver prod-
ucts that create value for customers, when implementing its
strategies. In related diversified and large firms in particular,
core competencies are exploited by sharing them across
units and products.
The ability to manage the firm’s resource portfolio and
•
manage the processes used to effectively implement the
firm’s strategy are critical elements of strategic leader-
ship. Managing the resource portfolio includes integrating
resources to create capabilities and leveraging those capa-
bilities through strategies to build competitive advantages.
Human capital and social capital are perhaps the most
important resources.
As a part of managing the firm’s resources, strategic leaders
•
must develop a firm’s human capital. Effective strategic lead-
ers view human capital as a resource to be maximized—not
as a cost to be minimized. Such leaders develop and use
programs designed to train current and future strategic lead-
ers to build the skills needed to nurture the rest of the firm’s
human capital.
Effective strategic leaders also build and maintain internal
•
and external social capital. Internal social capital promotes
cooperation and coordination within and across units in the
firm. External social capital provides access to resources the
firm needs to compete effectively.
Shaping the firm’s culture is a central task of effective strate-
•
gic leadership. An appropriate organizational culture encour-
ages the development of an entrepreneurial orientation
among employees and an ability to change the culture as
necessary.
In ethical organizations, employees are encouraged to exer-
•
cise ethical judgment and to always act ethically. Improved
ethical practices foster social capital. Setting specific goals to
meet the firm’s ethical standards, using a code of conduct,
rewarding ethical behaviors, and creating a work environ-
ment where all people are treated with dignity are actions
that facilitate and support ethical behavior.
Developing and using balanced organizational controls are
•
the final components of effective strategic leadership. The
balanced scorecard is a tool that measures the effectiveness
of the firm’s strategic and financial controls. An effective bal-
ance between strategic and financial controls allows for flex-
ible use of core competencies, but within the parameters of
the firm’s financial position.
SUMMARY
Chapter 12: Strategic Leadership
372
What is strategic leadership? In what ways are top executives 1.
considered important resources for an organization?
What is a top management team, and how does it affect a 2.
firm’s performance and its abilities to innovate and design
and implement effective strategic changes?
How do the internal and external managerial labor markets 3.
affect the managerial succession process?
What is the effect of strategic leadership on determining the 4.
firm’s strategic direction?
How do strategic leaders effectively manage their firm’s 5.
resource portfolio to exploit its core competencies and
leverage the human capital and social capital to achieve a
competitive advantage?
What is organizational culture? What must strategic lead-6.
ers do to develop and sustain an effective organizational
culture?
As a strategic leader, what actions could you take to estab-7.
lish and emphasize ethical practices in your firm?
What are organizational controls? Why are strategic controls 8.
and financial controls important aspects of the strategic
management process?
EXPERIENTIAL EXERCISES
EXERCISE 1: EXECUTIVE SUCCESSION
For this exercise, you will identify and analyze a case of CEO suc-
cession. Working in small groups, find a publicly held firm that
has changed CEOs. The turnover event must have happened at
least twelve months ago, but no more than twenty four months
ago. Use a combination of company documents and news articles
to answer the following questions:
Why did the CEO leave? Common reasons for CEO turnover 1.
include death or illness, retirement, accepting a new posi-
tion, change in ownership or control, or termination. In cases
of termination, there is often no official statement as to why
the CEO departed. Consequently, you may have to rely on
news articles that speculate why a CEO was fired, or forced
to resign.
Did the replacement CEO come from inside the organization, 2.
or outside?
What are the similarities and differences between the new CEO 3.
and the CEO who was replaced? Possible comparison items
could include functional experience, industry experience, etc.
If your library has a subscription to Hoover’s Online, you can
find information on top managers through this resource.
At the time of the succession event, how did the firm’s finan-4.
cial performance compare to industry norms? Has the firm’s
standing relative to the industry changed since the new CEO
took over?
Has the firm made major strategic changes since the succes-5.
sion event? Has the firm made major acquisitions or divesti-
tures? Launched or closed down product lines?
Create a PowerPoint presentation that presents answers to
each of the above questions. Your presentation should be brief,
consisting of no more than five to seven slides.
EXERCISE 2: STRATEGIC LEADERSHIP IS TOUGH!
Your textbook defines strategic leadership as “The ability to
anticipate, envision, maintain flexibility, and empower oth-
ers.…” Accordingly, this exercise combines the practical
elements of leadership in an experiential exercise. You are
asked to replicate leaders and followers in the attainment of
a defined goal.
First, the class is divided into teams of three to five indi-
viduals. Next, each team chooses a leader, which also dictates
who the followers will be. It is important to choose your leader
wisely. The classroom instructor will then assign the task to be
completed.
Students should be prepared to debrief the assignment when
completed. Your instructor will guide this discussion.
LEADERS ARE MADE, NOT BORN
Sanjiv Ahuja/Chairman/Orange, UK
Sanjiv Ahuja, Chairman of Orange, UK talks about leadership.
In particular, those who believe they have the desire and capabil-
ity to be leaders and whether people are born with these traits or
if they can acquire them. Much of what he talks about is having
the right attitude.
Before you watch the video consider the following con-
cepts and questions and be prepared to discuss them in class:
Concepts
Leadership traits •
Effectively managing your personal resource portfolio •
Entrepreneurial mind-set •
VIDEO CASE
REVIEW QUESTIONS
Part 3: Strategic Actions: Strategy Implementation
373
Questions
Do you believe that one’s propensity to become a leader is 1.
an acquired skill or that the ability to be a leader is some-
thing that individuals are born with?
How well do you know yourself? Think through a top 2. 5 list of
your personal strengths and weaknesses.
Once you have identified personal strengths and weaknesses, 3.
think through an action plan to either leverage your strengths
or work on weaknesses.
NOTES
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