a) Media General wanted to design a balanced scorecard to apply to all divisions of the company not individual needs of operating units. This was a major task to accomplish given the size of the company and needed the help of outside consultants . The design process was critical to make this system work in order to have all employee’s buy into it. Media General knew they would need help designing a balanced scorecard to fit the company’s needs. The Balanced Scorecard Collaborative led by Dr. Robert Kaplan and Dr. David Norton was a consulting company used by Media General to help develop and implement the scorecard as a value-added management process. BSCol helped Media General learn how to use the balanced scorecard as a strategic tool and how other companies have successfully applied the tool. The rational for developing a balanced scorecard was to easily communicate key objectives and company values all the way down to the front lines of all divisions of the company. A strategy map was created as seen in exhibit 3 in the case study to become the enterprise scorecard. Media General created three groups, Balanced scorecard development team, Executive leadership team, and Crossfunctional core teams, to help create the initial enterprise scorecard. Each team was tasked with specific objectives from which lead to the design of the enterprise scorecard. This was a clear way to define the strategy for each aspect of the company.
Media General used a very systematic method of starting at the top of the organization and moving down to the lower levels of the company to implement the balanced scorecard as its new strategic management system. This process took about 3 years to completely implement throughout all divisions of the organization. Once implemented, Media General was able to standardize its employee performance measure process that highlighted past