- Describe ARNO’s strategy during the period described in the case.
- As part of the lean transformation, ARNO was reorganized structurally from a functional
hierarchy to cross-functionally teams organized by product line. What, if any performance
measures were used to track the progress of this change? - As part of the lean transformation, ARNO needed to train employees in kaizen and transform
the culture, changing the employees from order followers to team-oriented problem solvers and
decision-makers. What, if any performance measures were used to track the progress of this
change? - Improving operating performance was critical to ARNO’s strategy. What performance
measures did ARNO use to track operational improvement? - ARNO also restructured its relationships with suppliers and customers. They changed from
competitive relationships with a large number of suppliers to a more cooperative relationship
with a smaller number of suppliers. They treated distributors as partners, creating win-win
solutions. What, if any, performance measures were used to track performance related to
suppliers and customers? - What is a Strategy Map? How does it work? Construct a strategy map for The ARNO
Company. - What is a Balanced Scorecard? How does the Balanced Scorecard relate to the Strategy Map?
Construct a Balanced Scorecard for The ARNO Company. Feel free to add any performance
measures not currently being used by The ARNO Company that you believe would be
appropriate. - Is ARNO implicitly using a Balanced Scorecard? Explain your answer. If you believe ARNO
is implicitly using a Balanced Scorecard, demonstrate how their performance measurement
system fits the Balanced Scorecard framework. If you believe ARNO is not using a Balanced
Scorecard, explain how their performance measurement system differs from the Balanced
Scorecard framework.
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