Angella Lopez a consultant with Deloitte & Young has just begun an engagement.
Angella Lopez a consultant with Deloitte & Young has just begun an engagement at Olympic Airways which is based in Seattle. The company has fallen on hard times of late despite record profits for the rest of the airline industry. Management is somewhat set in its ways and could probably use some new blood as the most recent hire to the firms executive team was 12 years ago. In Lopezs first meeting with the team Olympics chief executive officer commented that all that mattered in this industry were load factorsthe percentage of seats sold on scheduled flights. If load factors were adequate everything else would take care of itself. Lopez noted that while this measure was important other broader facets of operation were significant as well. She asked if any of the management team had heard of the balanced scorecard and received dead silence as a response. Based on her experiences with other engagements including two that involved airlines Lopez was convinced that the balanced scorecard could provide benefits in helping to solve Olympics woes. After a presentation about the philosophy of the balanced scorecard Olympics management team accepted her idea feeling that a shift in operating philosophy was needed for survival.Shown below are 25 potential measures to evaluate the key elements you identified in requirement 1. For each measure indicate which key element to best associate it with for evaluation purposes. (HINT: There are 6 financial measures (i.e. FI) 6 customer-satisfaction measures (i.e. CS) 8 internal operating measures (i.e. IO) and 5 innovation/learning measures (i.e. IL).)(Please see attachment for the 25)