Scribd
Upload
500 views2 pages

BalancedScorecard Guidance Fall2003

The document describes an interactive simulation where the learner takes on the role of CEO of Sentra Software and must guide the company through reinventing itself using a balanced scorecard approach. The simulation involves monitoring 20 metrics across 4 perspectives and making decisions in 6 areas each quarter over 16 quarters. The goal is to successfully transition Sentra to serving a new, growing market segment, which typically takes learners 4-7 attempts to achieve. Learners receive feedback and coaching during the simulation and can view a debrief section for tips on improving their performance.

Uploaded by

carrot123456
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOC, PDF, TXT or read online on Scribd
500 views2 pages

BalancedScorecard Guidance Fall2003

The document describes an interactive simulation where the learner takes on the role of CEO of Sentra Software and must guide the company through reinventing itself using a balanced scorecard approach. The simulation involves monitoring 20 metrics across 4 perspectives and making decisions in 6 areas each quarter over 16 quarters. The goal is to successfully transition Sentra to serving a new, growing market segment, which typically takes learners 4-7 attempts to achieve. Learners receive feedback and coaching during the simulation and can view a debrief section for tips on improving their performance.

Uploaded by

carrot123456
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as DOC, PDF, TXT or read online on Scribd
You are on page 1/ 2

Learners Guidance for Balancing the Corporate Scorecard 2.

0
ACC 8110 Professor Licata
Balancing the Corporate Scorecard 2.0 is a discovery-based learning experience in a
realistic context. It is an interactive simulation where the user must react to conditions
and make decisions throughout the simulation.
Overview of the interactive simulation environment:
In Welcome Aboard Steve Tucker, chairman of GigaSoft (Sentra Softwares parent
company), introduces himself and discusses the learners mission as the new CEO of
Sentra Software.
In Background Information users may view a video of a consultant working with
Sentras management team. You may also flip through a briefing book that will orient you
to Sentras Balanced Scorecard process and provide background on Sentras market and
finances. Most of the briefing material has been included in the handout provided.
In Run Sentra learners will try to guide Sentra Software through an effort to reinvent
itself.
During the Simulation
Running Sentra consists of monitoring a set of 20 Balanced Scorecard metrics spread
across the four Balanced Scorecard perspectives (Financial, Customer, Internal Business
Processes, and Learning & Growth) and then making decisions in six areas:

hiring/firing of customer service reps;


hiring/firing of consultants;
product pricing;
spending on IT;
spending on training;
product development allocation between power features and ease-of-use features.

Decisions can be made in any or all of these six areas each quarter. Click run to
implement your decisions and view the consequences. The simulation lasts for 16
quarters if you can stay alive that long!. During the simulation learners will receive lots
of messages and coaching. On average it will take 4-7 attempts to succeed at navigating
Sentra Software through its transition to serving a newly emerging, rapidly expanding
market segment.
After the Simulation
Learners will be navigated through a Debrief section which includes both a Sentra
Debrief and a general Debrief. Learners who are faring poorly will be navigated to the
Sentra Debrief before they have steered Sentra through its transition, because this
information will help them succeed.

HINTS
Learners that are really struggling with the simulation may want to view the Debrief
section early.
By clicking P in Control Panel at the top of the screen learners can visit a screen that
reviews how to change metrics on the control panel.
Knowing what to do is simply not enough in this simulation. Its essential to know when
and how much of it to do, based on feedback from carefully chosen strategic indicators.
And there is no way to get both the timing and magnitude right without the assistance
provided by a carefully selected set of Balanced Scorecard metrics.
Sentra is a company in transition what works in Year 1 will not work in year 3.

Submission Requirements:
Learners should keep a log to document each attempt at this simulation. The
log should briefly summarize strategies tried and results. Any lesson
learned during an unsuccessful try should be noted. A final summary
paragraph should note the number of attempts needed to successfully
complete the simulation and the total time (# of hours) committed to this
project. An optional Excel Decision Grid is available on my homepage to
document your decisions as you navigate through the simulation. This grid is
optional and should not be submitted.

You might also like