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The balanced scorecard--measures that drive performance.
Frustrated by the inadequacies of traditional performance measurement systems, some managers have abandoned financial measures like return on equity and earnings per share. "Make operational… Expand
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… Expand
The Balanced Scorecard: Translating Strategy into Action
The rapid evolution of the Balanced Scorecard into a strategic managment system is reported on in this book. The Balanced Scorecard approach retains traditional financial measures which reflect past… Expand
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.… Expand
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… Expand
PUTTING THE BALANCED SCORECARD TO WORK
In this article Robert S. Kaplan and David P. Norton report on the Balance Scorecard. Before the Balanced Scorecard companies have used various measurement systems that have made incremental… Expand
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… Expand
SAP Strategic Enterprise Management Translating Strategy into Action : The Balanced Scorecard
No part of this brochure may be reproduced or transmitted in any form or for any purpose without the express permission of SAP AG. The information contained herein may be changed without prior… Expand
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… Expand
Measuring the strategic readiness of intangible assets.
Measuring the value of intangible assets such as company culture, knowledge management systems, and employees' skills is the holy grail of accounting. Executives know that these intangibles, being… Expand