Boston Lyric Opera Case Solution

Case Solution

The Boston Lyric Opera was the fastest growing opera company within the US through the the 19 nineties. Getting effectively completed moving with a bigger facility in 1999, the board and general director recognize the requirement to produce a formal proper planning and governance method to advice the organization to come back. Board people, senior managers, and artistic leaders take advantage from the Balanced Scorecard (BSC) in your mind from the multi-month proper planning method that evolves a technique map and objectives inside the four BSC perspectives for several core proper styles. This case describes the top-level scorecard development, its cascading down lower lower to departments and individuals as well as the directors' interactions--while using the Balanced Scorecard--while using artistic leaders and board of company company directors.

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Questions Covered

1.The Boston Lyric Opera (BLO) working group has selected eight customer objectives for

its three strategic themes (see bulleted items on pages 5-7 of the case, also summarized in

the Customer row of Exhibit 5):

• Develop loyal and generous supporters

• Build reputation on national and international opera scene

• Reach the Boston area community

What measures should the project team select for these eight objectives?

2. What changes were required to adapt the Balanced Scorecard (BSC) to a nonprofit  organization?

3. What are the benefits from developing the Balanced Scorecard at BLO? What challenges  and barriers must Del Sesto and Dahling-Sullivan overcome to capture these benefits?

4. Comment