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This paper aims to assess the utility of an approach to the design of multiple Balanced Scorecards within large/complex organisations, consider the relevance of “emergent strategising” in this kind of strategy implementation and explore project organisation and wider coordination issues that impact this type of work.

A “research-oriented – action research” approach has been adopted, comprising qualitative observations of an ongoing programme within a major organisation in the Middle East. The case is based on feedback obtained from key actors (participants, facilitators) and the analysis of documentation produced by the project.

Over four years, the project engaged directly with over 200 managers from the organisation’s 35 most senior management units. Its purpose was to align the strategic aims of each unit with those of the organisation and introduce a new form of strategic control. The paper shows that consensus-forming and creation of locally relevant strategic agendas can be usefully and successfully embedded in a large-scale strategic control and alignment programme. The paper notes the large resource implications and duration of such programmes, and the challenges of integrating the resulting processes with those already in place. The paper concludes that for the case organisation, the resource investment appears to have generated useful outcomes.

The project relates to a continuing programme within the client organisation that was not explicitly established before it started as an action-research activity. This has limited and constrained the quality of the information reported.

The scale of the project, the use of design methods that emphasis consensus forming and local relevance provide novel information and insights.

The paper aims to identify the emerging themes on the challenges faced by the Malaysian private higher learning institutions (HLIs) in the provision of providing quality education.

Semi-structured interviews were purposively conducted with 29 of the Malaysian private HLI internal and external stakeholders ranging from the relevant personnel of the institutions (the quality director, administrators and senior academics), regulatory agencies, prospective employer, students and parents. Thematic analysis was then applied to analyze the participants’ responses in determining and clarifying the challenges faced by the Malaysian private HLIs in the issue of providing quality education.

Eight overarching themes were identified, namely, Academics, Facilities, Students, Programs and curriculum, Competition, Accreditation, Finance and Research. Academics represent the most frequent challenge raised by the participants, whereas Research emerged as the least mentioned challenge during the interview sessions.

The present paper focused solely on Malaysian private HLIs, and thus, the findings may not be applicable to the foreign private HLIs that are operating in Malaysia as well as to the public HLIs.

The findings are expected to provide valuable guidelines to the Malaysian Private HLIs in areas where resources need to be critically disbursed. To the regulatory agencies and policy-makers, the findings could enlighten them on the difficulties faced by these privately funded institutions so that further policies can be designed and implemented to assist these institutions in their operations and long-term survival.