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Meridian Energy : System thinking

Morris, Kevin(2006-01-01)


In May 2005, Grant Smith and Mark Harris sat in the Wellington offices of Meridian Energy in front of a large multi-coloured chart known as a performance map. It was an evolving diagram that had emerged from a process that had earlier been called “journey mapping,” and it now provided a tool for thinking about the company’s key initiatives over the next three years – and how they aligned with KPIs and objectives. Traditionally, there had been limited coordination across the company between various aspects of the business.


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Case Description
Business Case Study NoUA-2006-001
Number of Pages3
CategoryMini case
CompanyMeridian Energy Limited
Setting - CountryNew Zealand
Setting - CityWellington

SourceAuckland, NZ. Publisher: University of Auckland Business Case Centre. Pages: 1 - 4