The new management team at VW do Brazil develops and deploys a strategy map and Balanced Scorecard, to rotate and cultural change after eight years of consecutive financial losses and reduced market share. The team uses a strategy map to align the financial resources of the project and strategy, and to motivate its more than 20,000 employees, communicating the strategy in different ways and installation of reward and recognition programs. It also establishes a new program to align the extensive network of suppliers and dealers in strategy. But after a sharp decline in sales caused by the global financial crisis in 2008, the executive team is in a dilemma: should reduce production and fund strategic initiatives prior to the sale to restore, or should it continue to invest in the future?
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by Robert S. Kaplan, Ricardo de-Reisen Pinho Source: Harvard Business School 24 pages. Publication Date: October 25, 2010. Prod. #: 111049-PDF-ENG
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