The balanced scorecard
- Harvard Business Review Press, 1996
- 322 p. ; 24 cm
translating strategy into action
Measurement and management in the information age Why does business need a balanced scorecard?-- Pt.1. Measuring business strategy-- Financial perspective-- Customer perspective-- Internal-business-process perspective-- Learning and growth perspective-- Linking balanced scorecard measures to your strategy-- Structure and strategy-- Pt.2. Managing business strategy-- Achieving strategic alignment: from top to bottom-- Targets, resource allocation, initiatives, and budgets-- Feedback and the strategic learning process-- Implementing a balanced scorecard management program-- Appendix: building a balanced scorecard-- Index.--
Here is the book-by the recognized architects of the Balanced Scorecard--that shows how managers can use this revolutionary tool to mobilize their people to fulfill the company's mission. More than just a measurement system, the Balanced Scorecard is a management system that can channel the energies, abilities, and specific knowledge held by people throughout the organization toward achieving long-term strategic goals. ; ; Kaplan and Norton demonstrate how senior executives in industries such as banking, oil, insurance, and retailing are using the Balanced Scorecard both to guide current performance and to target future performance. They show how to use measures in four categories-financial performance, customer knowledge, internal business processes, and learning and growth-to align individual, organizational, and cross-departmental initiatives and to identify entirely new processes for meeting customer and shareholder objectives.