Published by:
Harvard Business Publishing
Length: 7 pages
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Abstract
By now, the balanced scorecard''s universal appeal as a management approach is well established. In its 2002 benchmarking data report, the Hackett Group found that 96% of the nearly 2,000 global companies it surveyed had implemented, or planned to implement, the BSC (balanced scorecard). The real issue, though, isn''t how many companies are using this approach but, rather, whether they are using it properly. In the BSC''s 15-year history, the core message has remained the same: To achieve breakthrough results, you must be able to manage strategy. And to manage strategy, you must first be able to describe it - translate it into a language that everyone understands.
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Abstract
By now, the balanced scorecard''s universal appeal as a management approach is well established. In its 2002 benchmarking data report, the Hackett Group found that 96% of the nearly 2,000 global companies it surveyed had implemented, or planned to implement, the BSC (balanced scorecard). The real issue, though, isn''t how many companies are using this approach but, rather, whether they are using it properly. In the BSC''s 15-year history, the core message has remained the same: To achieve breakthrough results, you must be able to manage strategy. And to manage strategy, you must first be able to describe it - translate it into a language that everyone understands.