The chief executive officer (CEO) of the London Public Library (LPL) had developed and had begun to execute a strategic plan to enhance the LPL.
The strategic plan was based on a balanced scorecard. The four perspectives quantified by the balanced scorecard were: the internal processes view, the community outlook, the organizational preparedness perspective and the financial perspective. With two years before the deadline to achieve the strategy, the CEO had to choose what she must concentrate next.
PUBLICATION DATE: November 05, 2008 PRODUCT #: 907B05-PDF-ENG
This is just an excerpt. This case is about ORGANIZATIONAL DEVELOPMENT
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