Assessment of the Southeast Regional Medical Command as a Strategy Focused Organization

摘要

In 2001 the United States Army Medical Department (AMEDD) adopted the Balanced Scorecard (BSC) as the central component of its strategic management system. Subordinate regional medical commands were directed to develop supporting scorecards (Peake, 2001). The SERMC accomplished this task in late 2001 and has since worked to incorporate the scorecard into their daily business. The purpose of this study was to perform an analysis of SERMC s efforts to use the BSC to become a Strategy-Focused Organization (SFO). A survey based on the five principles of a SFO (Kaplan & Norton, 2001) was used to gather feedback from employees throughout the region. It was hypothesized that various demographic groups within the region are underserved by current BSC implementation efforts. An analysis of 749 responses supported this hypothesis, revealing significant differences (p < .05) in six demographic categories (Organization of Assignment, Rank, Duty Status, Professional Discipline, Organizational Level, and Tenure). A significant relationship (p < .001) was also found between a respondent s knowledge of the BSC and their belief that their organization was strategically focused. These results were used to make recommendations to refine and improve current BSC implementation practices within the SERMC.