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Harvard Case - Western Chemical Corp.: Divisional Performance Measurement (A)

"Western Chemical Corp.: Divisional Performance Measurement (A)" Harvard business case study is written by William J. Bruns Jr., Roger Atherton. It deals with the challenges in the field of Accounting. The case study is 9 page(s) long and it was first published on : Oct 2, 1995

This case study solution recommends a comprehensive overhaul of Western Chemical Corp.'s (WCC) divisional performance measurement system, focusing on a balanced scorecard approach that incorporates both financial and non-financial metrics. This approach will better align divisional performance with the company's overall strategic objectives, foster a culture of accountability, and drive sustainable growth.

2. Background

Western Chemical Corp. is a multinational chemical company operating in three divisions: Industrial Chemicals, Consumer Products, and Agricultural Products. The company faces challenges in measuring and comparing divisional performance due to the use of a single financial metric, return on investment (ROI). This metric fails to capture the complexities of each division's operations and strategic priorities, leading to potential misaligned incentives and suboptimal decision-making.

The case study's main protagonists are:

  • John West: CEO of WCC, concerned about the limitations of the current performance measurement system.
  • Divisional Managers: Each manager focuses on maximizing ROI within their respective divisions, potentially leading to short-term gains at the expense of long-term strategic goals.

3. Analysis of the Case Study

This case study can be analyzed through the lens of strategic management, financial performance measurement, and organizational behavior.

Strategic Management:

  • Misaligned Incentives: The current ROI-based system incentivizes divisional managers to focus on short-term profitability, potentially neglecting investments in research and development, new product launches, or long-term growth initiatives.
  • Lack of Strategic Alignment: The single financial metric does not adequately capture the diverse strategic goals of each division. For example, the Consumer Products division might prioritize brand building and market share, while the Industrial Chemicals division might focus on operational efficiency and cost optimization.

Financial Performance Measurement:

  • Limited Scope: ROI, while a useful metric, provides an incomplete picture of divisional performance. It does not consider factors like customer satisfaction, employee engagement, or environmental sustainability.
  • Potential for Manipulation: Divisional managers might engage in short-term tactics to artificially inflate ROI, such as delaying investments or cutting back on essential expenses.

Organizational Behavior:

  • Siloed Decision-Making: The focus on individual divisional performance can lead to a lack of collaboration and communication across divisions, hindering the company's ability to leverage synergies and achieve strategic goals.
  • Lack of Accountability: The current system does not effectively hold divisional managers accountable for non-financial aspects of performance, such as innovation, customer satisfaction, or environmental impact.

4. Recommendations

To address these challenges, WCC should implement a balanced scorecard approach to divisional performance measurement. This approach incorporates a range of financial and non-financial metrics, aligned with the company's strategic objectives.

Key Components of the Balanced Scorecard:

  • Financial Perspective: Maintain ROI as a key metric, but supplement it with additional financial measures like operating profit margin, cash flow, and return on assets.
  • Customer Perspective: Track customer satisfaction, market share, brand loyalty, and customer retention rates.
  • Internal Processes Perspective: Measure operational efficiency, process improvement, product quality, and innovation.
  • Learning and Growth Perspective: Assess employee satisfaction, employee engagement, knowledge acquisition, and training and development programs.

Implementation Steps:

  1. Define Strategic Objectives: Clearly articulate WCC's overall strategic goals, including financial targets, market share aspirations, innovation goals, and sustainability commitments.
  2. Develop Divisional-Specific Metrics: Tailor the balanced scorecard to each division's unique strategic priorities and operational characteristics.
  3. Establish Targets and Benchmarks: Set specific, measurable, achievable, relevant, and time-bound (SMART) targets for each metric.
  4. Develop Performance Measurement Systems: Implement robust systems for data collection, analysis, and reporting.
  5. Communicate and Train: Ensure clear communication of the new performance measurement system to all stakeholders, including divisional managers, employees, and the board of directors.
  6. Regular Review and Adjustment: Continuously monitor performance, analyze variances, and make adjustments to the balanced scorecard as needed.

5. Basis of Recommendations

These recommendations are based on the following considerations:

  • Core Competencies and Consistency with Mission: The balanced scorecard approach aligns with WCC's mission to be a leading chemical company by focusing on both financial performance and long-term sustainability.
  • External Customers and Internal Clients: By incorporating customer-centric metrics, the balanced scorecard encourages divisional managers to prioritize customer satisfaction and build strong relationships.
  • Competitors: This approach allows WCC to benchmark its performance against industry competitors and identify areas for improvement.
  • Attractiveness ' Quantitative Measures: The balanced scorecard provides a comprehensive view of divisional performance, enabling informed decision-making and resource allocation.
  • Assumptions: The success of this approach depends on the commitment of WCC's leadership to drive cultural change and embrace a holistic view of performance.

6. Conclusion

By implementing a balanced scorecard approach, Western Chemical Corp. can move beyond a narrow focus on ROI and adopt a more strategic and sustainable approach to divisional performance measurement. This will foster a culture of accountability, drive innovation, and ultimately enhance the company's long-term profitability and competitive advantage.

7. Discussion

Alternatives:

  • Continuing the current ROI-based system: This approach would perpetuate the existing challenges and potentially lead to suboptimal decision-making.
  • Adopting a purely non-financial performance measurement system: This approach might lack the necessary focus on financial performance and profitability.

Risks and Key Assumptions:

  • Resistance to Change: Some divisional managers might resist the shift to a new performance measurement system.
  • Data Collection and Analysis: Implementing robust data collection and analysis systems can be complex and resource-intensive.
  • Cultural Change: Shifting the company's culture to embrace a holistic view of performance requires strong leadership and communication.

Options Grid:

OptionProsCons
Balanced ScorecardComprehensive, strategic, fosters accountabilityImplementation complexity, potential for resistance
Current ROI SystemSimplicity, familiarityLimited scope, misaligned incentives
Non-Financial Performance MeasurementFocus on long-term sustainabilityLack of financial focus

8. Next Steps

  1. Form a Task Force: Assemble a cross-functional team to develop and implement the balanced scorecard.
  2. Pilot Program: Conduct a pilot program in one division to test and refine the system before rolling it out company-wide.
  3. Training and Communication: Provide training and ongoing support to divisional managers and employees on the new system.
  4. Regular Review and Adjustment: Conduct quarterly reviews of performance and make necessary adjustments to the balanced scorecard.

By taking these steps, WCC can create a more effective and strategic performance measurement system that drives sustainable growth and long-term success.

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Case Description

The president and controller of Western Chemical Corp. are discussing the best way to measure and report performance of foreign subsidiaries. One subsidiary is a joint venture with its own borrowing capacity; another is wholly owned; and a third is wholly owned and serves as a sales base for regional sales. Applying generally accepted accounting principles gives income measurements that seem to conflict with true success of the operations.

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