ABSTRACT
This chapter is concerned with how the University of Leeds (UofL) addressed the development of its corporate strategy using the ‘balanced scorecard’ and ‘strategy map’ approach. The chapter illustrates the importance of developing a strategy execution capability; most corporate strategies are valid but very rarely implemented. Yet the majority of the time which most organisations invest in strategy is around the strategy development process. The approach developed at UofL responds to this challenge, balancing the importance of the content of strategy and the capability to execute it. The chapter illustrates the relationship between the two activities, demonstrating the importance of strategy development being undertaken in a way that responds to the execution challenge. The project at the University of Leeds was path-finding in nature, and therefore should have a number of interesting learning points for other HE leaders and organisations. In particular, the chapter highlights the importance of the adoption of the ‘balanced scorecard’ and ‘strategy map’ approach being undertaken in an evolutionary manner, providing time for the necessary learning and adaptation to take place. The chapter illustrates the leadership challenge.
