Balanced Scorecard Norton And Kaplan Pdf
File Name: balanced scorecard norton and kaplan .zip
- Balanced Scorecard: Measures That Drive Performance
- The Balanced Scorecard Summary
- Balanced Scorecard: Measures That Drive Performance (HBR Bestseller)
Balanced Scorecard: Measures That Drive Performance
Awadallah, E. International Jurnal of Business and Social Science, 6 7 , Budiarso, A. Scorecards for Sustainable Local Governments. Cities, 39 pp.
Robert S. Kaplan 73 Estimated H-index: View Paper. Add to Collection. By the , many executives were convinced that traditional measures of financial performance didn't let them manage effectively and wanted to replace them with operational measures. Arguing that executives should trackboth financial and operational metrics, Robert Kaplan and David Norton suggested four sets of parameters.
The Balanced Scorecard Summary
Balanced Scorecard: Measures That Drive Performance (HBR Bestseller)
Executives know that a company's measurement systems strongly affect employee behavior. But the traditional financial performance measures that worked for the industrial era are out of sync with the skills organizations are trying to master. Frustrated by these inadequacies, some managers have abandoned financial measures like return on equity and earnings per share.
The Balanced Scorecard BSC translates an organization's mission and strategy into a comprehensive set of performance measures that provides the framework for a strategic measurement and management system. The scorecard measures organizational performance across four linked perspectives: financial, customer, internal business process, and learning and growth. See Exhibit 1 on page Kaplan, R. Report bugs here.
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What you measure is what you get. The traditional financial performance measures worked well […]. Think of a balanced scorecard as the instrument panel in the cockpit of an airplane. Tracking all the important measures at once guards against suboptimization—that is, achieving gains in one area at the expense of another. What you measure is what you get: the measures you use strongly affect the behavior of your managers and employees.
Start growing! Boost your life and career with the best book summaries. It converts vision and strategy into an understandable set of performance measures and balances between short and long-term objectives, desired outcomes and actions. We all remember Abraham Lincoln who once said : The future is exciting, and the best thing that comes from it is the gradual and slow life improvement, not any sudden changes.