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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
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Abstract

For the internal-business-process perspective, managers identify the processes that are most critical for achieving customer and shareholder objectives. Companies typically develop their objectives and measures for this perspective after formulating objectives and measures for the financial and customer perspectives. Demonstrates how the balanced scorecard can help managers define a complete internal-process value chain that starts with the innovation process, and ends with post-sale service. This chapter is excerpted from ‘The Balanced Scorecard: Translating Strategy into Action'.
Location:
United States
Industry:
Banking, retail, semiconductor
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
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
View full details
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
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
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
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
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
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
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
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
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
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

For the internal-business-process perspective, managers identify the processes that are most critical for achieving customer and shareholder objectives. Companies typically develop their objectives and measures for this perspective after formulating objectives and measures for the financial and customer perspectives. Demonstrates how the balanced scorecard can help managers define a complete internal-process value chain that starts with the innovation process, and ends with post-sale service. This chapter is excerpted from ‘The Balanced Scorecard: Translating Strategy into Action'.

Settings

Location:
United States
Industry:
Banking, retail, semiconductor

Related

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
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
View full details
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
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
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
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
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
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
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
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
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
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