Balanced-Scorecard-Excel-Template

9-101-111 R E V : J U L Y 1 1 , 2 0 0 1

________________________________________________________________________________________________________________ Professor Robert S. Kaplan and doctoral student Dennis Campbell prepared this case. HBS cases are developed solely as the basis for class discussion. Cases are not intended to serve as endorsements, sources of primary data, or illustrations of effective or ineffective management. Copyright © 2001 President and Fellows of Harvard College. To order copies or request permission to reproduce materials, call 1-800-545-7685, write Harvard Business School Publishing, Boston, MA 02163, or go to http://www.hbsp.harvard.edu. No part of this publication may be reproduced, stored in a retrieval system, used in a spreadsheet, or transmitted in any form or by any means—electronic, mechanical, photocopying, recording, or otherwise—without the permission of Harvard Business School.

R O B E R T S . K A P L A N

Boston Lyric Opera

Mission

Loyal and Generous Contributors

National and International Opera Scene

Greater Boston Community

Janice Mancini Del Sesto, general director of the Boston Lyric Opera company, explained the writing on the white board in BLO’s conference room: “I write the three strategic themes from our Balanced Scorecard on the board before each weekly staff meeting. I want our conversations to relate to activities that support the themes. That way, we will stay focused on achieving our objectives.”

Opera and the Performing Arts

Opera was one of the fastest growing segments in the performing arts, increasing its audience from 4 million patrons in the 1970s to more than 20 million by CY 2000. Performing arts and other cultural institutions, such as museums and libraries, generated 3.5% of all jobs in the New England region and supported an annual payroll of $4.3 billion.

Over the past decade, arts organizations faced steeply rising operating costs—from salaries to building maintenance. At the same time, corporate donations for unrestricted operating funds have decreased and been replaced by company branding of specific events and programs. These trends have increased the pressure on cultural institutions to generate high donations from their board members. For example, the Los Angeles Philharmonic recently raised the annual minimum gift expected from directors from $10,000 to $25,000.1 Opera was the most expensive art form to produce. Fully-staged opera productions were multi-media, and required classically trained singers, a symphony orchestra, professional choreography, elaborate sets and costumes, and often a full chorus.

1 Wall Street Journal, May 7, 1999.

Distributed by The Case Centre North America Rest of the world www.thecasecentre.org t +1 781 239 5884 t +44 (0)1234 750903 All rights reserved e [email protected] e [email protected] centre