The Balanced Scorecard: Translating Strategy Into Action

The Balanced Scorecard: Translating Strategy Into Action

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by Robert S. Kaplan, David P. Norton
     
 

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ISBN-10: 0875846513

ISBN-13: 9780875846514

Pub. Date: 09/28/1996

Publisher: Harvard Business Review Press


The Balanced Scorecard translates a company's vision and strategy into a coherent set of performance measures. The four perspectives of the scorecard--financial measures, customer knowledge, internal business processes, and learning and growth--offer a balance between short-term and long-term objectives, between outcomes desired and performance drivers of

Overview


The Balanced Scorecard translates a company's vision and strategy into a coherent set of performance measures. The four perspectives of the scorecard--financial measures, customer knowledge, internal business processes, and learning and growth--offer a balance between short-term and long-term objectives, between outcomes desired and performance drivers of those outcomes, and between hard objective measures and softer, more subjective measures. In the first part, Kaplan and Norton provide the theoretical foundations for the Balanced Scorecard; in the second part, they describe the steps organizations must take to build their own Scorecards; and, finally, they discuss how the Balanced Scorecard can be used as a driver of change.

Product Details

ISBN-13:
9780875846514
Publisher:
Harvard Business Review Press
Publication date:
09/28/1996
Pages:
322
Sales rank:
166,284
Product dimensions:
6.35(w) x 9.41(h) x 1.17(d)

Table of Contents


2. Why Does Business Need a Balanced Scorecard?
3. Financial Perspective
4. Customer Perspective
5. Internal-Business-Process Perspective
6. Learning and Growth Perspective
7. Linking Balanced Scorecard Measures to Your Strategy
8. Structure and Strategy
9. Achieving Strategic Alignment: From Top to Bottom
10. Targets, Resource Allocation, Initiatives, and Budgets
11. Feedback and the Strategic Learning Process
12. Implementing a Balanced Scorecard Management Program
Appendix. Building a Balanced Scorecard
Index
About the Authors

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The Balanced Scorecard: Translating Strategy Into Action 5 out of 5 based on 0 ratings. 1 reviews.
Guest More than 1 year ago
First published in 1996, this management literature classic builds a bridge between traditional, short-term oriented management systems and a more balanced approach integrating new types of measurements into a comprehensive strategy. This book looks senior managers in the eye and asks, 'Are you ready for the future?' Some executives respond to the challenge of change by tinkering, adding a few nonfinancial metrics to the 'instrumentation cockpit' that tells them how their corporate ship is running. Others have spurned Balanced Scorecard because it requires CEOs to accept feedback from all levels of their organizations so they will know if their assumptions remain relevant amidst rapid change. To date, however, more than 300 major organizations have used this system to enhance their performance, and future prospects. Abraham Lincoln once said that the best thing about the future is that it comes only one day at a time. With apologies to Lincoln, we recommend this book to all senior executives and managers - because the future will be here sooner than you think.