The balanced scorecard : translating strategy into action

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Title:

The balanced scorecard : translating strategy into action

Author:

Kaplan, Robert S.

ISBN:

9780875846514

Personal Author:

Kaplan, Robert S.

Publication Information:

Boston, Mass. : Harvard Business School Press, c1996.

Physical Description:

xi, 322 p. : ill. ; 24 cm.

General Note:

Includes index.

Contents:

Measurement and management in the information age -- Why does business need a balanced scorecard? -- Pt.1. Measuring business strategy -- Financial perspective -- Customer perspective -- Internal-business-process perspective -- Learning and growth perspective -- Linking balanced scorecard measures to your strategy -- Structure and strategy -- Pt.2. Managing business strategy -- Achieving strategic alignment: from top to bottom -- Targets, resource allocation, initiatives, and budgets -- Feedback and the strategic learing process -- Implementing a balanced scorecard management program -- Appendix: building a balanced scorecard -- Index.

Subject Term:

Industrial productivity -- Measurement.

Strategic planning.

Organizational effectiveness -- Evaluation.

Planification stratégique.

Efficacité organisationnelle -- Évaluation.

Productivité -- Mesure.

Added Author:

Norton, David P., 1941-

Electronic Access:

Table of contents http://lcweb.loc.gov/catdir/toc/96010216.html

Copies:

Available:*

Library	Material Type	Item Barcode	Shelf Number	Copy	Status
Searching... 1:IIEMSA	1:GEN-BOOK	33168015737055	658.4012 K17B 1996	1	Searching... Unknown

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Summary

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.