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Management article
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Reference no. B0003E
Authors: Daniel Norton (American University of Sharjah)
Published by: Harvard Business Publishing
Published in: "Balanced Scorecard Report", 2000
Length: 2 pages
Topics: Balanced scorecard; Corporate control; Corporate governance; Corporate strategy; Management controls; Performance measurement; Strategy formulation; Strategy implementation
Share a link: https://casecent.re/p/42532
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Abstract

Countering a report claiming that the Balanced Scorecard has not made an appreciable difference in the performance of companies that have implemented it, David Norton argues that many companies are not fully applying Balanced Scorecard principles. If you want your scorecard to be truly "balanced," he continues, you should track 23-25 measures--and nearly 80% of those measures should be nonfinancial.
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Abstract

Countering a report claiming that the Balanced Scorecard has not made an appreciable difference in the performance of companies that have implemented it, David Norton argues that many companies are not fully applying Balanced Scorecard principles. If you want your scorecard to be truly "balanced," he continues, you should track 23-25 measures--and nearly 80% of those measures should be nonfinancial.

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