COLLEAGUE ONE – KAREMA – PLEASE RESPOND TO KAREMA AS IF DIRECTLY FROM ME TO KAREMA – TWO CITATIONS REQUIRED – DIRECTIONS TO REPLY BELOW:
DIRECTIONS: ByDay 5, respond to two or more of your peers in one or more of the following ways:
- Comment on what you learned from your colleague's analysis that is new to you.
- Comment on how your analysis might extend or improve his or her analysis.
- Provide your observations about your peers' comments based on your synthesis of several of the original posts, explaining how those posts better inform what your peer wrote. (Note:Exemplary responses should provide a synthesis of multiple peers' insights, findings, and analyses.)
Case Analysis of James Houghton and Signature Theatre
The report is entitled “Case Analysis Process. The purpose of this report is to use the case analysis process basing on the analysis of James Houghton to come to a final decision in regards to the success of Signature Theatre. The case defines the antiquity of Signature Theatre, initiated by James Houghton 23 years ago. Signature Theatre signifies prosperous businesses with an influential vision and mission statements, and one that has held to its mission and vision all through the years. The auditorium has passed through many phases under the leadership of Houghton, ultimately raising a budget worth $12 million annually and with a newfangled production equipment worth $70 million, open civic assembly space as a key feature. During the course, Houghton has risen to be one of the most appreciated and persuasive leaders in his ground.
James Houghton is an iconic leader who through his leadership skills he has steered the Signature Theatre to greater heights and high performance. The above personality employs leadership skills to influence and motivates his workers. Moreover, the above personality uses the mission and vision statements to influence his workforce. In that, he instills in them the best interests of the organization lays down the approaches to achieving them and assigns jobs basing on how he understands his employees and the capabilities of an individual. Reasonably, through his influential skills, Houghton influences the organizational culture by coming up with cultures that lay more emphasis on the mission and vision statements of the organization.
In lieu of the above discussion, Houghton displays a better understanding of the spirit and physics of the business. The two aspects mentioned above undertake a critical role in ensuring the success of the business. In that, it merges the entire departments into an organization through strategy maps. The physics of the business base on understanding of the marketplace, financial aspects, people, goods and services soulful purpose and processes of the organization. Similarly, the spirits’ key success bases on maximizing contribution of energy while minimizing energy loss as it flows through the organizational systems, transforming into valued services and goods. Rationally, the spirit aspect of the business bases on three dimensions that are context, relationship, and activity. The understanding of the mentioned aspects above undertakes a fundamental role in the business. In that, they influence the decision-making process and the leadership of the business. Moreover, they influence communication amid the organization hence effective approach to running the organization.
However, for the Signature Theatre to ensure top performance and high competitiveness in the market, it should consider coming up with a strategy map. A strategy map will enable the Signature Theatre to work in line to its mission, vision, objectives and goals. The following is how it can implement its strategy that is mapped with a balanced scorecard.
Balanced Scorecard and Strategy Maps
Balanced Scorecard entails a tool for aligning learning and development (and other things) to the vision and strategy of an organization, improving communication, and monitoring organization performance against strategy. In general, BSC as a performance management tool turns an organization’s strategic objectives into targets, measures and initiatives.
Implementing a Balanced Scorecard
As the BSC process commences, an organization’s senior management team translates its strategies into specific strategic objectives. The aspect allows managers within the organization to build consensus regarding the organization’s vision and strategy. The vision and strategy are made clear and open to all employees. Thereafter, the vision and strategy are communicated in the form of goals and objectives (Olve et al, 1999, p. 17). When setting financial goals, the team should make a choice from measures such as profitability, cash flow generation, market growth and revenue. In setting customer perfective objectives, the team must be clear and definite on customer and market segments to compete. Only after establishing the financial and customer objectives can an organization identify the measures and objectives for its internal processes. Finally, the objectives and measures of the internal business processes are linked to learning and growth objectives. In the long run, this will reveal the need for considerable investments within an organization, say, re-skilling employees.
The Strategy Map
Source:
Conclusion
Both internal and external business environments are undergoing tremendous changes every day, in fact, say every hour. The every changing business environment have weakened the capability of managers in many organizations, including multinationals, appropriate performance management systems and tools to effectively translate organizational strategies, objectives and performance measures. With the current level of competition and pressures in the corporate world, the old way of doing things cannot be applied in the modern world. Therefore, it is reasonable to come up with strategies on how to handle the pressure. The BSC focuses on four key areas (perspectives) of organizational performance: customer; finance; internal business process; and innovation and learning. The four perspectives cater for the needs of all stakeholders of the organization and the needs of the organization itself as a corporate person. The above strategy will ensure that the business performs well even when it lacks an iconic leader. Owing to the above, I recommend that businesses should install strategy maps to enhance their sustainability.
References
Olve,N., Roy,J. and Wetter, M., 1999.Performance drivers: A practical guide to using the balanced scorecard. New York:John Wiley & Sons.
COLLEAGUE TWO – DANIELLE – PLEASE RESPOND TO DANIELLE AS IF FROM ME TO DANIELLE – TWO CITATIONS REQUIRED – DIRECTIONS TO REPLY BELOW:
DIRECTIONS: ByDay 5, respond to two or more of your peers in one or more of the following ways:
- Comment on what you learned from your colleague's analysis that is new to you.
- Comment on how your analysis might extend or improve his or her analysis.
- Provide your observations about your peers' comments based on your synthesis of several of the original posts, explaining how those posts better inform what your peer wrote. (Note:Exemplary responses should provide a synthesis of multiple peers' insights, findings, and analyses.)
The success of James Houghton and the Signature Theatre using the "five-question strategy playbook" and Wolfe's "living organization"
- What is your winning aspiration?As our reading reinforced James Houghton always put the mission of Signature Theater first and through all ventures he never lost focus. “Build the company, build the building, build the institution” soon became his driving force (Callanan, Wei-Skillern, & Onayemi, 2014, pg2). Houghton saw a real need for playwrights work. This soon became Signature’s mission, to celebrate the writer, dedicating full seasons to art, music, and film to a single writer’s work (Callanan, Wei-Skillern, & Onayemi, 2014, pg.3). The mission among many other things including the architecture made Signature Theatre unique.
- Where will you play?The theater’s mission really supports the writer’s, by view an entire writer’s work you get a real taste of their talents versus just viewing one success or failure. The large space of the theater “encouraged the collision of visitors, artists, audiences, administrators, and community members in exciting and organic ways” (Callanan, Wei-Skillern, & Onayemi, 2014, pg.1). The community, a large team of donors, board members, artists, and the City brought this dream to reality and Houghton never shied from the initial mission. Due to Signature’s uniqueness they were forced to compete with other nonprofit theaters each season when there was a new playwright. Most nonprofit theaters were supported by season ticket holders who often renewed annually in anticipation of a variety of shows. But Signature offered subscriptions every season when there was a new playwright, as a result this was often hard to predict sales and there were no true guarantees.
- How will you win?Signature’s unique value lied in honoring and giving a voice to the writer. Houghton and staff felt this voice spurred potential and passion in all individuals.
- Which capabilities must be in place (to win)What sets Signature apart was Houghton’s dedication to the mission, growing, and diversification. In Season 8 the program was expanded to still encompass the mission and diversify the playwright shows. A few years later the company saw the need to expand and after 12 years in they grew from a 99-seat venue to a three pronged program (Callanan, Wei-Skillern, & Onayemi, 2014, pg.6).
- What management systems are required?The culture at Signature was key, Houghton made sure that everyone felt they had a voice and everyone’s opinion was welcome (Callanan, Wei-Skillern, & Onayemi, 2014, pg.9). The structure of the Theater called for much collaboration and Houghton sat with directors, designers, actors, stage managers, administrators, and the board; but for time purposes the last decision was Houghton’s (Houghton, pg.10). As the company grew and expanded managers, directors, and staff stepped up; “decisions got made and problems got addressed” (Callanan, Wei-Skillern, & Onayemi, 2014, pg.11).
What should Houghton do in the future? Why? How?
In my review I would suggest that Houghton continue to focus on the structure and more delegation to experienced managers and directors of the company. As they continue to grow many decisions will need to continue to be delegated to the specialists. This will also allow Houghton to take his desired sabbatical to refuel and dedicate time and energy to the Theater when he returns. Someone will need to take over his legacy in time and it is important he share responsibilities and decisions with his peers. Growth should continue in margin to ensure success and the strength of the mission.
References
Callanan, L., Wei-Skillern, J., & Onayemi, P. (2014).James Houghton and Signature Theatre(Haas School of Business Case No. B5798). Retrieved from
Joseph, G. (2009). Mapping, measurement and alignment of strategy using the balanced scorecard: The Tata Steel case.Accounting Education, 18(2), 117–130.
Retrieved from the Walden Library databases.
Lafley, A. G., Martin, R., & Riel, J. (2013). A playbook for strategy: The five essential questions at the heart of any winning strategy.Rotman Management, 4–9.
Retrieved from the Walden Library databases.
Wolfe, N. (2011).The living organization: Transforming business to create extraordinary results.Irvine, CA: Quantum Leaders Publishing.