Young. Martinez, and Cheung (rMC) is a law firm in Chicago. The frm has had a very loose and relaxed management stye that has sorvod it welt in the past. Howuver, more aggessive law firms have been winning new dients faster than YMC has. Thus, the manoging partnet, Jerry Martnez, rocently attended an ABA seminar on perlormunce measurement in faw frms, where he learned about the balanoed scorecard. He thought it might be a good tool for YMC, one that would allow the firm to keep its culture yer stil moce aggressively seek new clects. Martinez identfied the folowing strategic objectives that fit with the fert's core values and provide a framework for assessing progress toward the fimrs gouls: (Click the ioon to view the strategic objectives.) Read the Requirement 1. Develop at least one measure for each of the stratogic objectives inted. Select the best measure for each of the strategic objectives. Customer a. b Definition Requirements 1. Develop at least one measure for each of the strategic objectives listed. 2. Explain how YMC can use this balanced scorecard to evaluate staff performance. 3. Should staff compensation be tied to the scorecard performance measures? Why or why not? More info Financial a. Steadily increase the firm's revenues and profits. Customer a. Understand the firm's customers and their needs. b. Value customer service over self-interest. Internal Business Process a. Encourage knowledge sharing among the legal staff. b. Communicate with each other openly, honestly, and often. c. Empower staff to make decisions that benefit clients. Organizational Learning a. Maintain an open and collaborative environment that attracts and retains the best legal staff. b. Seek staff diversity