American Heart Association Case Analysis: Competitive Strategy and Operational Goals

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American Heart Association Case Analysis

Competitive Strategy and Operational Goals

Since 1924 the American Heart Association has been very successful in raising funds, sponsoring research, and spreading awareness of the causes and consequences of stroke and heart disease. In 2006 in support of their mission statement “Building healthier lives, free of cardiovascular diseases and stroke”, the AHA announced a new strategic goal of increasing their total revenue from $600 million to $1 billion in order to reduce the death rate from coronary heart disease and stroke by 25 percent by 2010. In order to achieve such a lofty goal, the AHA acknowledged the need to identify and develop a differentiated workforce that would be able to carry out the strategic intent of the organization by shifting their focus to attracting, selecting, and retaining top talent through strategic investments.

The optimal scenario of the AHA would be to have a differentiated workforce that would consist of identifying "A" players and "A" positions throughout the organization where wealth or value is created to contribute to the bottom line of generating the billion-dollar goal by 2010 and placing those players in all positions throughout the organization. However, the reality is that the best action for the AHA due to budgetary and time constraints is to make strategic investments in the workforce that will have high impact and drive desired results by putting the right people in the right places and not the right people everywhere. The AHA did this by creating a new talent framework driven by eight operational goals to help build the foundation for how they will identify their "A" players and positions for strategic investment. The objecti...

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Build relationships with new donors

Business Acumen

Account management

Corporate savy

Priority Management

Build long-term vision

AHA Balanced Scorecard

With the goals of 2010 in mind, it is important for the AHA to be able to measure the actions of their employees and ensure the alignment of their behaviors with the strategic goals of the association. The Balance Score Card developed below serves as universal tool to do just that, but also sends a message to leaders and employees across the association that this is the new strategic direction the association will be moving, and this is it will be mapped and measured to ensure we reach our goals for 2010.

It is however important to note that due to high importance to spread awareness and reduce heart disease by 25% in 2010, the customer dimension of the BSC stands at the top.

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