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Scorecard: Our framework is applied through a scorecard ,[object Object],Influence Integration Involvement

Using the scorecard to compare hubs OPEN vs. Financial Services Interaction Engagement

Scorecard: OPEN’s score

Integration Engagement Using the scorecard to place OPEN in a competitive landscape

Appendix: Scoring System Engagement Scoring Methodology ,[object Object],[object Object],[object Object]

Appendix: Indexes of Scored Companies Engagement Scores

Appendix: Indexes of Scored Companies Integration Scores

Index of Scored Hubs Appendix: Indexes of Scored Companies

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Consulting Plan 1 Consulting Plan Consulting Plan Introduction A successful consulting project utilizes an effective performance measurement system. Consultants must select a system – a performance scorecard – to track performance. These various systems vary in complexity, ease of use, “fit” to the task at hand and comprehensiveness. When used correctly, the scorecard will guide the organization’s investment in and management of consulting projects. Uber was launched in 2009 as a ride-share transportation network that leverages technology to dispatch nearby drivers operating as independent contractors to people in need of transportation. Since the launch, Uber has disenfranchised drivers through policies that are seen to heavily favor the rider experience, at the expense of driver safety and earnings. The chosen consulting project is to evaluate the needs of the driver training and development program in order to attract and retain good drivers by improving their overall experience. SWOT Analysis The consulting project is analyzed for its value to the client, and to the consulting organization, in regards to the strengths, weaknesses, opportunities, and threats (SWOT) presented. The SWOT analysis is found in Appendix A. Strengths identified are that the process under evaluation – driver training and development – is critical to Uber’s success, and the results of the engagement will be measurable regarding the impact to customer satisfaction. Management uses a consultant as a third party to improve the chances of a driver’s acceptance of the changes. A related opportunity presented by the project is to similarly improve the customer experience with happier drivers. For the consulting organization, this project represents an opportunity to further grow into the expanding “share” industry that continues to expand through technology into new areas, such as overnight accommodations and fund sourcing. This rapidly changing technology threatens to make project recommendations obsolete to Uber, as does turnover and dissent in upper management ranks. New management could terminate the project, redefine its scope, or ignore recommendations of the firm hired by previous leadership. The current levels of driver dissatisfaction with Uber management make a driver’s cooperation in concerning the project difficult. The focus on the driver experience may not adequately address needs and expectations of customers. These are potential weaknesses in the approach chosen for this consulting project. Balanced Scorecard This SWOT analysis is used to propose a Balanced Scorecard for the project as a tool for measuring project performance. Project outcomes will be measured by their impact on Uber’s finances, customers, internal business processes, and learning and growth of the organization (in this case, the drivers). The Balanced Scorecard for .

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V.3 slides

1.

2. Using the scorecard to compare hubs OPEN vs. Financial Services Interaction Engagement

3. Scorecard: OPEN’s score

4. Integration Engagement Using the scorecard to place OPEN in a competitive landscape

5.

6. Appendix: Indexes of Scored Companies Engagement Scores

7. Appendix: Indexes of Scored Companies Integration Scores

8. Index of Scored Hubs Appendix: Indexes of Scored Companies