Business school strategy and the metrics for success

The paper provides a range of metrics for business schools from financial lenses to innovation and learning lenses, and adapts the scorecard framework to strategic processes from business planning to feedback and learning.

Abstract

Abstract Purpose – The paper aims to present a framework for a systems perspective for business schools to formulate strategy, assess performance and adapt to change resulting from performance, environmental and learning feedbacks. Design/methodology/approach – The paper focuses on the balanced scorecard as a means of measuring performance and modifying business school strategies over time. Findings – The paper provides a range of metrics for business schools from financial lenses to innovation and learning lenses, and adapts the scorecard framework to strategic processes from business planning to feedback and learning. Originality/value – The paper links strategy formulation to key performance indicators and strategic change for business schools.