Due to grouping of MAPNA’s all 29 subsidiaries under one umbrella and the fast expansion of activities, projects and working areas, the demand for a focused strategic management system was highlighted in the Group.
The trigger for starting a performance measurement in Marshall was the lack of a systematic methodology in place for the strategic planning of the company when the company was going through its annual budgeting processes, annual sales planning and new m
“Communication and Integration of information sources is the greatest benefit that we have achieved so far, because reporting and strategy maps are now communicated through one single application” rejoices Mr.
Slovak Diagnostic Group incorporates four modern healthcare facilities focused on magnetic resonance with 6 years experience since 2003. Its facilities are currently situated in the cities of Bratislava, Nové Zámky, Poprad and Prešov.
Standard Bank is represented in 17 countries on the African Continent (with over 6000 points of representation), and in 21 countries abroad. They employ around 50,000 people world wide, of which 34,944 are based in South Africa.
Stanley Tee, a mid-tier law firm, took up the challenge and created a closed-loop strategic planning and control process that incorporated the Balanced Scorecard methodology to provide realistic measures of
The target was to bring several existing models of the core processes into only one busi ness process model and to make a proof of concept of an integrated process performance management with one particular core process.