In 2006, Greater Cincinnati Water Works (GCWW) began a robust review of its Strategic Plan and
operating processes within the utility. GCWW had been tracking performance metrics
for some time but realized the shortcomings of their approach. What GCWW needed was a process
that would not only help it develop and track meaningful performance indicators as well
as tie it all to the enterprise level, but would also align GCWW's Strategic Plan around a
meaningful structure. This structure would need the ability to cascade performance
indicators through the various divisions and yet convey overall organizational
performance. This paper examines the process GCWW followed to align existing and
create new key performance indicators to the balanced scorecard. This process is the first
step in linking daily operations to the utility's vision, mission, and overall business
strategy, and will position GCWW for the next step in the performance management
process.
| Edition : | Vol. - No. |
| File Size : | 1
file
, 750 KB |
| Note : | This product is unavailable in Ukraine, Russia, Belarus |
| Number of Pages : | 4 |
| Published : | 11/01/2009 |
