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  • August 1998 (Revised December 1998)
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Wells Fargo Online Financial Services (B)

By: Robert S. Kaplan and Nicole Tempest
  • Format:Print
  • | Pages:16
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Abstract

Describes how the Balanced Scorecard built by the Online Financial Services (OFS) group is used to select the highest-priority initiatives for the organization. Currently, initiatives arise continually throughout the organization, and management spends considerable time reviewing, approving, and, often , canceling initiatives. OFS develops a ranking procedure, based on the Balanced Scorecard, to align initiatives with the group's strategy. Currently 11 proposals have made it through the first two screening processes. Students evaluate these proposals according to the strategic themes described in the Balanced Scorecard plus supplementary criteria developed by senior managers.

Keywords

Balanced Scorecard; Internet and the Web; Corporate Entrepreneurship; Corporate Strategy; Performance Evaluation; Finance; Change; Situation or Environment; Measurement and Metrics; Financial Services Industry; Banking Industry

Citation

Kaplan, Robert S., and Nicole Tempest. "Wells Fargo Online Financial Services (B)." Harvard Business School Case 199-019, August 1998. (Revised December 1998.)
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About The Author

Robert S. Kaplan

Accounting and Management
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