The Balanced Scorecard

Translating Strategy into Action

By: Robert S. Kaplan, David P. Norton

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Hardcover | 1 September 1996

At a Glance

Hardcover
336 Pages

Dimensions(cm)
24.1 x 16.2 x 2.6

Hardcover

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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.

Industry Reviews

A new book from the inventors of the revolutionary balanced scorecard which shows clearly how this tool provides a framework for translating a corporate strategy into operational terms and channelling the energies, abilities and knowledge of people throughout the organisation into achieving long-term goals. The book gives examples from banking, oil and retailing of where the balanced scorecard is being used to evaluate current performance and to target future performance, based on financial and non-financial criteria such as customer satisfaction and employee learning and growth. (Kirkus UK)

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Non-Fiction Business & Management Business Strategy Management & Management Techniques Management of Specific Areas Budgeting & Financial Management Entrepreneurship / Start-ups

Preface	p. vii
Measurement and Management in the Information Age	p. 1
Why Does Business Need a Balanced Scorecard?	p. 21
Measuring Business Strategy	p. 43
Financial Perspective	p. 47
Customer Perspective	p. 63
Internal-Business-Process Perspective	p. 92
Learning and Growth Perspective	p. 126
Linking Balanced Scorecard Measures to Your Strategy	p. 147
Structure and Strategy	p. 167
Managing Business Strategy	p. 191
Achieving Strategic Alignment: From Top to Bottom	p. 199
Targets, Resource Allocation, Initiatives, and Budgets	p. 224
Feedback and the Strategic Learning Process	p. 250
Implementing a Balanced Scorecard Management Program	p. 272
Building a Balanced Scorecard	p. 294
Index	p. 313
About the Authors	p. 323
Table of Contents provided by Syndetics. All Rights Reserved.

The Balanced Scorecard

Translating Strategy into Action

At a Glance

Hardcover

Industry Reviews

Shipping

How to return your order

Defective items

You Can Find This Book In

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