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Why Does Business Need a Balanced Scorecard?
Book chapter
-
Reference no. 1653BC
Authors: Robert S Kaplan (Harvard Business School); David P Norton (Harvard Business School)
Chapter from: "The Balanced Scorecard: Translating Strategy into Action"
Published by: Harvard Business Publishing
Published in: 2006
Length: 23 pages
Topics: Core competencies; Customer relations; Financial performance; Growth; Learning; Performance measurement systems
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Abstract

An organization's measurement system strongly affects the behavior of people both inside and outside the organization. If companies are to survive and prosper in information age competition, they must use measurement and management systems derived from their strategies and capabilities. Illustrates why it is critically important that organizations move beyond traditional financial measures to embrace the balanced scorecard, which highlights a more general and integrated set of measurements that link current customer, internal process, employee, and system performance to long-term financial success. This chapter is excerpted from ‘The Balanced Scorecard: Translating Strategy into Action'.
Location:
Germany, Japan
Thumbnail image for product with reference number 1652BC
Measurement and Management in the Information Age
Book chapter
-
Reference no. 1652BC
Authors: Robert S Kaplan (Harvard Business School); David P Norton (Harvard Business School)
Chapter from: "The Balanced Scorecard: Translating Strategy into Action"
Published by: Harvard Business Publishing
Published in: 2006
Length: 22 pages
Topics: Alignment; Balanced scorecard; Communication strategy; Feedback; Initiatives; Intangible assets; Integration; Market segmentation
View full details
Thumbnail image for product with reference number 1654BC
Financial Perspective
Book chapter
-
Reference no. 1654BC
Authors: Robert S Kaplan (Harvard Business School); David P Norton (Harvard Business School)
Chapter from: "The Balanced Scorecard: Translating Strategy into Action"
Published by: Harvard Business Publishing
Published in: 2006
Length: 18 pages
Topics: Asset allocation; Cost control; Financial performance; Productivity; Revenue growth; Risk management
View full details
Thumbnail image for product with reference number 1655BC
Customer Perspective
Book chapter
-
Reference no. 1655BC
Authors: Robert S Kaplan (Harvard Business School); David P Norton (Harvard Business School)
Chapter from: "The Balanced Scorecard: Translating Strategy into Action"
Published by: Harvard Business Publishing
Published in: 2006
Length: 31 pages
Topics: Customer acquisition; Customer profitability; Customer relations; Customer retention; Customer satisfaction; Market segmentation; Market share; Value propositions
View full details
Thumbnail image for product with reference number 1656BC
Internal-Business-Process Perspective
Book chapter
-
Reference no. 1656BC
Authors: Robert S Kaplan (Harvard Business School); David P Norton (Harvard Business School)
Chapter from: "The Balanced Scorecard: Translating Strategy into Action"
Published by: Harvard Business Publishing
Published in: 2006
Length: 36 pages
Topics: Brand management; Innovation; Market segmentation; Operations management; Performance measurement systems; Value chains
View full details
Thumbnail image for product with reference number 1657BC
Learning and Growth Perspective
Book chapter
-
Reference no. 1657BC
Authors: Robert S Kaplan (Harvard Business School); David P Norton (Harvard Business School)
Chapter from: "The Balanced Scorecard: Translating Strategy into Action"
Published by: Harvard Business Publishing
Published in: 2006
Length: 23 pages
Topics: Employee capability; Employee retention; Employee satisfaction; Information systems; Motivation; Organizational structure
View full details
Thumbnail image for product with reference number 1658BC
Linking the Balanced Scorecard Measures to Your Strategy
Book chapter
-
Reference no. 1658BC
Authors: Robert S Kaplan (Harvard Business School); David P Norton (Harvard Business School)
Chapter from: "The Balanced Scorecard: Translating Strategy into Action"
Published by: Harvard Business Publishing
Published in: 2006
Length: 22 pages
Topics: Indicators; Outcomes; Performance measurement systems; Performance objectives; Strategic analysis
View full details
Thumbnail image for product with reference number 1659BC
Structure and Strategy
Book chapter
-
Reference no. 1659BC
Authors: Robert S Kaplan (Harvard Business School); David P Norton (Harvard Business School)
Chapter from: "The Balanced Scorecard: Translating Strategy into Action"
Published by: Harvard Business Publishing
Published in: 2006
Length: 25 pages
Topics: Balanced scorecard; Corporate culture; Customer and client analysis; Synergy
View full details
Thumbnail image for product with reference number 1661BC
Achieving Strategic Alignment: From Top to Bottom
Book chapter
-
Reference no. 1661BC
Authors: Robert S Kaplan (Harvard Business School); David P Norton (Harvard Business School)
Chapter from: "The Balanced Scorecard: Translating Strategy into Action"
Published by: Harvard Business Publishing
Published in: 2006
Length: 27 pages
Topics: Communication strategy; Compensation; Goal setting; Rewards; Teams
View full details
Thumbnail image for product with reference number 1662BC
Targets, Resource Allocation, Initiatives, and Budgets
Book chapter
-
Reference no. 1662BC
Authors: Robert S Kaplan (Harvard Business School); David P Norton (Harvard Business School)
Chapter from: "The Balanced Scorecard: Translating Strategy into Action"
Published by: Harvard Business Publishing
Published in: 2006
Length: 28 pages
Topics: Alignment; Balanced scorecard; Integration planning; Strategic initiatives; Stretch goals
View full details
Thumbnail image for product with reference number 1663BC
Feedback and the Strategic Learning Process
Book chapter
-
Reference no. 1663BC
Authors: Robert S Kaplan (Harvard Business School); David P Norton (Harvard Business School)
Chapter from: "The Balanced Scorecard: Translating Strategy into Action"
Published by: Harvard Business Publishing
Published in: 2006
Length: 24 pages
Topics: Cross functional teams; Organizational learning; Peer reviews; Problem solving; Service profit chain; Strategic management
View full details
Thumbnail image for product with reference number 1664BC
Implementing a Balanced Scorecard Management Program
Book chapter
-
Reference no. 1664BC
Authors: Robert S Kaplan (Harvard Business School); David P Norton (Harvard Business School)
Chapter from: "The Balanced Scorecard: Translating Strategy into Action"
Published by: Harvard Business Publishing
Published in: 2006
Length: 24 pages
Topics: Business plans; Defects; Feedback; Learning; Strategic management; Strategy formulation
View full details
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Appendix: Building a Balanced Scorecard
Book chapter
-
Reference no. 1825BC
Authors: Robert S Kaplan (Harvard Business School); David P Norton (Harvard Business School)
Chapter from: "The Balanced Scorecard: Translating Strategy into Action"
Published by: Harvard Business Publishing
Published in: 2006
Length: 20 pages
Topics: Clarity; Consensus; Focus; Implementation; Interventions
View full details

About

Abstract

An organization's measurement system strongly affects the behavior of people both inside and outside the organization. If companies are to survive and prosper in information age competition, they must use measurement and management systems derived from their strategies and capabilities. Illustrates why it is critically important that organizations move beyond traditional financial measures to embrace the balanced scorecard, which highlights a more general and integrated set of measurements that link current customer, internal process, employee, and system performance to long-term financial success. This chapter is excerpted from ‘The Balanced Scorecard: Translating Strategy into Action'.

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Location:
Germany, Japan

Related

Thumbnail image for product with reference number 1652BC
Measurement and Management in the Information Age
Book chapter
-
Reference no. 1652BC
Authors: Robert S Kaplan (Harvard Business School); David P Norton (Harvard Business School)
Chapter from: "The Balanced Scorecard: Translating Strategy into Action"
Published by: Harvard Business Publishing
Published in: 2006
Length: 22 pages
Topics: Alignment; Balanced scorecard; Communication strategy; Feedback; Initiatives; Intangible assets; Integration; Market segmentation
View full details
Thumbnail image for product with reference number 1654BC
Financial Perspective
Book chapter
-
Reference no. 1654BC
Authors: Robert S Kaplan (Harvard Business School); David P Norton (Harvard Business School)
Chapter from: "The Balanced Scorecard: Translating Strategy into Action"
Published by: Harvard Business Publishing
Published in: 2006
Length: 18 pages
Topics: Asset allocation; Cost control; Financial performance; Productivity; Revenue growth; Risk management
View full details
Thumbnail image for product with reference number 1655BC
Customer Perspective
Book chapter
-
Reference no. 1655BC
Authors: Robert S Kaplan (Harvard Business School); David P Norton (Harvard Business School)
Chapter from: "The Balanced Scorecard: Translating Strategy into Action"
Published by: Harvard Business Publishing
Published in: 2006
Length: 31 pages
Topics: Customer acquisition; Customer profitability; Customer relations; Customer retention; Customer satisfaction; Market segmentation; Market share; Value propositions
View full details
Thumbnail image for product with reference number 1656BC
Internal-Business-Process Perspective
Book chapter
-
Reference no. 1656BC
Authors: Robert S Kaplan (Harvard Business School); David P Norton (Harvard Business School)
Chapter from: "The Balanced Scorecard: Translating Strategy into Action"
Published by: Harvard Business Publishing
Published in: 2006
Length: 36 pages
Topics: Brand management; Innovation; Market segmentation; Operations management; Performance measurement systems; Value chains
View full details
Thumbnail image for product with reference number 1657BC
Learning and Growth Perspective
Book chapter
-
Reference no. 1657BC
Authors: Robert S Kaplan (Harvard Business School); David P Norton (Harvard Business School)
Chapter from: "The Balanced Scorecard: Translating Strategy into Action"
Published by: Harvard Business Publishing
Published in: 2006
Length: 23 pages
Topics: Employee capability; Employee retention; Employee satisfaction; Information systems; Motivation; Organizational structure
View full details
Thumbnail image for product with reference number 1658BC
Linking the Balanced Scorecard Measures to Your Strategy
Book chapter
-
Reference no. 1658BC
Authors: Robert S Kaplan (Harvard Business School); David P Norton (Harvard Business School)
Chapter from: "The Balanced Scorecard: Translating Strategy into Action"
Published by: Harvard Business Publishing
Published in: 2006
Length: 22 pages
Topics: Indicators; Outcomes; Performance measurement systems; Performance objectives; Strategic analysis
View full details
Thumbnail image for product with reference number 1659BC
Structure and Strategy
Book chapter
-
Reference no. 1659BC
Authors: Robert S Kaplan (Harvard Business School); David P Norton (Harvard Business School)
Chapter from: "The Balanced Scorecard: Translating Strategy into Action"
Published by: Harvard Business Publishing
Published in: 2006
Length: 25 pages
Topics: Balanced scorecard; Corporate culture; Customer and client analysis; Synergy
View full details
Thumbnail image for product with reference number 1661BC
Achieving Strategic Alignment: From Top to Bottom
Book chapter
-
Reference no. 1661BC
Authors: Robert S Kaplan (Harvard Business School); David P Norton (Harvard Business School)
Chapter from: "The Balanced Scorecard: Translating Strategy into Action"
Published by: Harvard Business Publishing
Published in: 2006
Length: 27 pages
Topics: Communication strategy; Compensation; Goal setting; Rewards; Teams
View full details
Thumbnail image for product with reference number 1662BC
Targets, Resource Allocation, Initiatives, and Budgets
Book chapter
-
Reference no. 1662BC
Authors: Robert S Kaplan (Harvard Business School); David P Norton (Harvard Business School)
Chapter from: "The Balanced Scorecard: Translating Strategy into Action"
Published by: Harvard Business Publishing
Published in: 2006
Length: 28 pages
Topics: Alignment; Balanced scorecard; Integration planning; Strategic initiatives; Stretch goals
View full details
Thumbnail image for product with reference number 1663BC
Feedback and the Strategic Learning Process
Book chapter
-
Reference no. 1663BC
Authors: Robert S Kaplan (Harvard Business School); David P Norton (Harvard Business School)
Chapter from: "The Balanced Scorecard: Translating Strategy into Action"
Published by: Harvard Business Publishing
Published in: 2006
Length: 24 pages
Topics: Cross functional teams; Organizational learning; Peer reviews; Problem solving; Service profit chain; Strategic management
View full details
Thumbnail image for product with reference number 1664BC
Implementing a Balanced Scorecard Management Program
Book chapter
-
Reference no. 1664BC
Authors: Robert S Kaplan (Harvard Business School); David P Norton (Harvard Business School)
Chapter from: "The Balanced Scorecard: Translating Strategy into Action"
Published by: Harvard Business Publishing
Published in: 2006
Length: 24 pages
Topics: Business plans; Defects; Feedback; Learning; Strategic management; Strategy formulation
View full details
Thumbnail image for product with reference number 1825BC
Appendix: Building a Balanced Scorecard
Book chapter
-
Reference no. 1825BC
Authors: Robert S Kaplan (Harvard Business School); David P Norton (Harvard Business School)
Chapter from: "The Balanced Scorecard: Translating Strategy into Action"
Published by: Harvard Business Publishing
Published in: 2006
Length: 20 pages
Topics: Clarity; Consensus; Focus; Implementation; Interventions
View full details