The Balanced Scorecard: Translating Strategy into Action
and over one million other books are available for Amazon Kindle .
Learn more
| |||||||||||||||
 Trade In this Item for up to £0.25
Trade in The Balanced Scorecard: Translating Strategy into Action for an Amazon.co.uk gift card of up to £0.25, which you can then spend on millions of items across the site. Plus, get an extra £5 when you trade in books worth £10 or more until June 30, 2012. Trade-in values may vary (terms apply). Find more products eligible for trade-in.
|
Frequently Bought Together
Product details
|
More About the Authors
Discover books, learn about writers, and more.
Product Description
Product Description
Here is the book-by the recognized architects of the Balanced Scorecard--that shows how managers can use this revolutionary tool to mobilize their people to fulfill the company's mission. More than just a measurement system, the Balanced Scorecard is a management system that can channel the energies, abilities, and specific knowledge held by people throughout the organization toward achieving long-term strategic goals.
Kaplan and Norton demonstrate how senior executives in industries such as banking, oil, insurance, and retailing are using the Balanced Scorecard both to guide current performance and to target future performance. They show how to use measures in four categories-financial performance, customer knowledge, internal business processes, and learning and growth-to align individual, organizational, and cross-departmental initiatives and to identify entirely new processes for meeting customer and shareholder objectives.
The authors also reveal how to use the Balanced Scorecard as a robust learning system for testing, gaining feedback on, and updating the organization's strategy. Finally, they walk through the steps that managers in any company can use to build their own Balanced Scorecard.
The Balanced Scorecard provides the management system for companies to invest in the long term-in customers, in employees, in new product development, and in systems-rather than managing the bottom line to pump up short-term earnings. It will change the way you measure and manage your business.
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).
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).
Inside This Book
(Learn More)
First Sentence
IMAGINE ENTERING THE COCKPIT of a modern jet airplane and seeing only a single instrument there. Read the first page
Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
IMAGINE ENTERING THE COCKPIT of a modern jet airplane and seeing only a single instrument there. Read the first page
Explore More
Concordance
Browse Sample PagesConcordance
Front Cover | Copyright | Table of Contents | Excerpt | Index | Back Cover
Tags Customers Associate with This Product(What's this?)Click on a tag to find related items, discussions, and people.
|
What Other Items Do Customers Buy After Viewing This Item?
Customer Reviews
Most Helpful Customer Reviews
10 of 10 people found the following review helpful
Format:Hardcover
One of the classic texts of the 1990s, the Balanced Scorecard has brought the importance of performance measurement to a generation of managers. It's still a worthwhile read, although more recent models, like the Performance Prism by Neely, seem much broader in scope.
7 of 7 people found the following review helpful
Format:Hardcover
I read the initial Harvard Business Review article years ago and was excited about the concepts. Rushed out to buy the book when it was first available. What a disappointment! This book is little more than business 101: aligning objectives, strategies, tactics with employee work. Important? Yes. Unique? No.
12 of 13 people found the following review helpful
Format:Hardcover
A much needed overview of why companies (and organizations) need a strategy linked to performance measures in a way that communciates the strategy throughout the organization. As much as I liked "The Balanced Scorecard" it is not as complete in the area of operations implimentation as I need when working with clients. I've found an excellent reference for operations managers to be "Operational Performance Measurement: Increasing Total Productivity" by Will Kaydos. Executives get the Scorecard, operations managers need different insight to make it work for them.
Would you like to see more reviews about this item?
Were these reviews helpful?
Let us know
Most Recent Customer Reviews
Packed with Knowledge!
First published in 1996, this management literature classic builds a bridge between traditional, short-term oriented management systems and a more balanced approach integrating new... Read more
Published on 30 Jun 2005 by Rolf Dobelli
Overcome Poor Communications and Bureaucracy for New Actions
The Balanced Scorecard looks at the important issues of alignment, coordination, and effective implementation. Read more
Published on 28 May 2004 by Donald Mitchell
A big disappointment
This book does not deliver on the expectations built by the initial Balanced Scorecard articles. It does very little to clarify and structure the concept and approach to building... Read more
Published on 1 Sep 1999
ELIMINATE STRATEGY STALLS WITH THE BALANCED SCORECARD
Professor Kaplan has created a business atlas (better than a road map) to help executives understand how to use measurement to align strategy, planning and performance. Read more
Published on 15 April 1999
Clean Up Your Implementation of New Directions
Having an idea is one thing. Getting that idea accomplished is another. THE BALANCED SCORECARD is wonderful for helping with the latter. Read more
Published on 14 April 1999
Thought provoking method to achieving strategic alignment
You will come away with a very clear cut understanding of what corporate strategic alignment is all about and why you must have it to succeed. Read more
Published on 31 Mar 1999
Highly effective approach to managing.
Kaplan has produced a classic work here, with a solid approach to using metrics in the long and short term management of an organization. Read more
Published on 27 Jan 1999
The Best Way To Overcome Strategic Communications Stalls
Since Peter Drucker first popularized the idea of business strategy, there have been vastly more strategies conceived than there have been strategies successfully implemented. Read more
Published on 24 Jan 1999
Buena en forma y en fondo
Me parecio sinceramente competitiva, pues muestra de manera tangible los beneficios y condiciones de gestión automatizada y controlada, del Balanced Scorecard. Read more
Published on 21 Jan 1999
A classic book
This book presents a remedy for the common "affection" that occurs in all companies that want to establish a quality system: too many indicators. Read more
Published on 23 Oct 1998
Listmania!
|
|
Look for similar items by category
- Books > Business, Finance & Law > Management > Balanced Scorecard
- Books > Business, Finance & Law > Management > Budgeting & Finance
- Books > Business, Finance & Law > Management > Human Resources > Appraisals & Evaluations
- Books > Business, Finance & Law > Management > Management Skills > Motivation
- Books > Business, Finance & Law > Professional Finance > Budgeting
- Books > Business, Finance & Law > Small Business & Entrepreneurship > Entrepreneurship
- Books > Science & Nature > Engineering & Technology > Production, Manufacturing & Operational > Productivity
Look for similar items by subject
Feedback
- Would you like to update product info or give feedback on images?
- I am the Author, and I want to comment on my book.
- I am the Publisher, and I want to comment on this book.
|
