Eureka Case 30 min Undergrad

Four Perspectives

You are Helena Iturmendi-Sanz, 44, Chief Strategy Officer at IberiaSky Regional, a Madrid-HQ regional airline operating 18 ATR turboprops on 31 routes across Iberia and Northwest Africa. The board approved a new three-year plan in February. Now you have to translate it into something every employee can read.

The situation

IberiaSky Regional connects secondary Iberian airports (Vigo, Pamplona, Logroño, Asturias, Badajoz) to Madrid + Lisboa hubs, plus three routes into Casablanca and Rabat. €310M revenue, 1,180 employees, 73% load factor (industry 78%), on-time performance 81% (industry 84%). The CEO Pablo Garamendi-Belasko's new strategy commits to reliability as the brand: lift OTP from 81% to 89%, lift load factor from 73% to 81%, lift EBIT margin from 4.1% to 7.5%, all by end of Y3. The narrative is "the airline that gets you home on time."

The board approved the strategy. The challenge now is that 1,180 employees across seven functions — pilots, cabin crew, maintenance, ground ops, commercial, IT, support — read the plan and ask the same question: "what does that mean for my Tuesday?" Pablo wants you to build a one-page strategy map for the September leadership offsite (300 managers and supervisors). Eleven weeks. Kaplan and Norton's 1996 frame is on your desk.

Your job in this case: build a 12-objective strategy map across the four Kaplan-Norton perspectives (Financial → Customer → Internal Process → Learning & Growth), test which causal chains actually deliver the headline targets, and commit to the map you'll bring to the offsite. The map you take is not the map you started with.

The decision

What map do you bring to September?

  • A · The symmetric 12-objective map (the one Pablo expects)
  • B · A compressed 9-objective map with explicit weak-arrow notes
  • C · A 5-objective spine map: one chain, no decoration

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