Page 446 - Operations Strategy

case study 10 • Hartford Building society: to measure, or not to measure? 421

Questions

1 Do you agree with the executive team’s decision to scrap league tables, personal tar-
gets and incentives in branches?
2 How can the Hartford keep an informal approach to performance management
whilst providing greater clarity to employees?
3 Could the Hartford benefit from introducing a strategy map? What would it look
like?
4 Which performance measures should the Hartford focus on?
5 Provide feedback and recommendations on how the Hartford can strengthen its Per-
formance Review (Appendix) (e.g. clarity of strategic goals and validity of objectives).
6 What can the Hartford do from a performance management point of view to keep
being true to its values while becoming more explicitly business focused?

notes on the chapter

i Pietro Micheli and Haley Beer of Warwick Business School prepared this case. It is based on
a real enterprise and is intended for the purposes of class discussion, but is not necessarily
intended to illustrate either good or bad management practice.
ii ‘Internet Access Households and Individuals 2013 - Internet activities by year 2007–2013’,
Office for National Statistics https://docs.google.com/a/mail.wbs.ac.uk/spreadsheet/
ccc?key=0At6CC4x_yBnMdHdsRWhkQld3dms5U1pHMzlWUW03a1E\#gid=1 Retrieved 10
August, 2013.
iii ‘Banks and Social Enterprise’ http://www.theguardian.com/social-enterprise-network/2013/
jul/22/banks-and-social-enterprise Retrieved 8 August, 2013.
iv ‘The History of Building Societies’ http://www.bsa.org.uk/consumer/factsheets/100009.htm
Retrieved 9 August, 2013.

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