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The Balanced Scorecard: Translating Strategy into Action
 
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The Balanced Scorecard: Translating Strategy into Action [Kindle Edition]

Robert S. Kaplan , David P. Norton
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From the Author

How to use measurement systems to implement strategy.
We originally developed the Balanced Scorecard to improve performance measurement systems. The Balanced Scorecard retains financial measures, such as return-on-capital-employed and economic value added, and supplements these with new measures on value creation for customers, enhancement of internal processes, including innovation, to deliver desired value propositions to targeted customers, and the creation of capabilities in employees and systems. As companies developed and used their Balanced Scorecard, they soon made it the centerpiece of their management systems. Innovating companies today are using their Balanced Scorecards to (1) gain consensus and clarity about their strategic objectives, (2) communicate strategic objectives to business units, departments, teams, and individuals, (3) align strategic planning, resource allocation and budgeting processes, and, (4) obtain feedback and learn about the effectiveness of their strategic plan and its implementation. The book describes, in detail, the construction and use of the Balanced Scorecard as a strategic management system. Detailed case studies of how Chemical Bank, Mobil, and United Way of Southeastern New England are using their Balanced Scorecards can be obtained from Harvard Business School Publishing (1-800-988-0886).

About the Author

Robert S. Kaplan is the Arthur Lowes Dickinson Professor of Accounting at the Harvard Business School. David P. Norton is the president of Renaissance Solutions, Inc. They are the authors of three seminal Harvard Business Review articles on the Balanced Scorecard.
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