The Balanced Scorecard
Translating Strategy into Action
1st Edition
Published on 2. August 1996
322 pages
978-1-4221-4816-7 (ISBN)
Description
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.
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Book
09/1996
Harvard Business Review Press
€37.50
Shipment within 3-4 weeks
Persons
Kaplan, Robert S./ Norton, David P.
Content
- Intro
- Copyright
- Preface
- Chapter One: Measurement and Management in the Information Age
- Chapter Two: Why Does Business Need a Balanced Scorecard?
- PART ONE: MEASURING BUSINESS STRATEGY
- Chapter Three: Financial Perspective
- Chapter Four: Customer Perspective
- Chapter Five: Internal-Business-Process Perspective
- Chapter Six: Learning and Growth Perspective
- Chapter Seven: Linking Balanced Scorecard Measures to Your Strategy
- Chapter Eight: Structure and Strategy
- PART TWO: MANAGING BUSINESS STRATEGY
- Chapter Nine: Achieving Strategic Alignment: From Top to Bottom
- Chapter Ten: Targets, Resource Allocation, Initiatives, and Budgets
- Chapter Eleven: Feedback and the Strategic Learning Process
- Chapter Twelve: Implementing a Balanced Scorecard Management Program
- Appendix: Building a Balanced Scorecard
- About the Authors
