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The balanced scorecard--measures that drive performance.
A "balanced scorecard" is developed, a new performance measurement system that gives top managers a fast but comprehensive view of the business and complements those financial measures with three sets of operational measures having to do with customer satisfaction, internal processes, and the organization's ability to learn and improve.
Using the balanced scorecard as a strategic management system
for competition that is based on information, their ability to exploit intangible assets has become far more decisive than their ability to invest in and manage physical assets. Several years ago, in
Transforming the Balanced Scorecard from Performance Measurement to Strategic Management: Part II
Several years ago we introduced the Balanced Scorecard (Kaplan and Norton 1992). We began with the premise that an exclusive reliance on financial measures in a management system is insufficient.
Linking the Balanced Scorecard to Strategy
The Balanced Scorecard was developed to measure both current operating performance and the drivers of future performance. Many managers believe they are using a Balanced Scorecard when they
The strategy-focused organization
In 1996, Robert Kaplan and David Norton introduced the Balanced Scorecard performance measurement method, which included not only traditional financial measures but also such qualitative measures as
Strategy Maps: Converting Intangible Assets into Tangible Outcomes
1 Introduction 2 Strategy Maps 3 Operations Management Processes 4 Customer Management 5 Innovation Processes 6 Managing Regulatory and Societal Processes 7 Aligning Intangible Assets to Enterprise
Measuring the strategic readiness of intangible assets.
The creators of the Balanced Scorecard draw on its tools and framework--in particular, a tool called the strategy map--to present a step-by-step way to determine "strategic readiness," which refers to the alignment of an organization's human, information, and organization capital with its strategy.
Having trouble with your strategy? Then map it.
The authors show step by step how the Mobil division used the map to transform itself from a centrally controlled manufacturer of commodity products to a decentralized, customer-driven organization.