Case Study A Balanced Scorecard (BSc) initiative was started at the group level of Malaysian Telco (MT) in 1995. The main focus then was to develop key performance indicators. The main target for this program was for MT's first and second tier management. This included the group CEO, top 3 and the group's management committee. The latter consisted of all key senior vice presidents heading the various functional areas. One of the units chosen to be involved in the initial BSC initiative was MT Education and Training Center (MTETC). The key services provided by MTETC were training, education and consultancy. These were to be strengthened and more expansion was to be done in targeting external (non-MT) customers. This specifically entailed offering educational programs for school leavers and training for MT's vendors. The BSc initiative took off in April 2000. The then General Manager. Mr. Ahmad, instructed two of his managers to start the initiative. MTETC was then operating basically as a cost center. It was felt that the BSc can help MTETC to realign its orientation. The BSc initiative was also seen as important in carrying the directive from the parent company that all divisions and subsidiaries develop a performance-oriented culture. By 2001, a new person. Mr. Yunus was appointed to head MTETC and was given the title of CEO. Because of his marketing background. Mr. Yunus, took a more market oriented approach in running MIETC. He was committed towards making MIETC a profit center. He was confident MIETC can generate more business and revenue instead of just serving as a training center to fulfill MTETC's intemal training needs. The BSc intative was formulated again in May 2001. The initiative center to lulfill MIETC's intemal training needs. The BSc initiative was formulated again in May 2001. The initiative was seen as important in Iracking and monitoring performance as MIETC realigned itself to become a profit center. MTETC's strategy by the year 2002 revolved around a number of key goals that constituted its business model. The main elements were: a. Develop MTEIC into a financially self-sustaining entity. b. Build a bigger cake by offering more and new products and services. C Seek a better cash to service ratio. In the past MTETCs activities were rendered as services to other MT's divisions and subsidiaries. Only 10 percent of its activities generated cash income. The new goal for MTETC was to improve this 10:90 ratio to 30:70. d. Develop core businesses and position its products to support the above goals. Question Based on the information provided above. Identify and evaluate the various perspectives of Balanced Scorecard which can be implemented by MTETC. Rubrics Identify the four perspectives of Balanced Scorecard for MTETC (4 marks) and provide an appropriate reasoning to evaluate the various perspectives of Balanced scorecard (4 marks) 1 E = 2 2