Last edited by Mezill
Saturday, August 8, 2020 | History

3 edition of The Balanced Scorecard (Express Exec) found in the catalog.

The Balanced Scorecard (Express Exec)

by Nils-Göran Olve

  • 388 Want to read
  • 16 Currently reading

Published by Capstone .
Written in English

    Subjects:
  • Business strategy,
  • Business/Economics,
  • Business & Economics,
  • Business / Economics / Finance,
  • General,
  • Business & Economics / General

  • The Physical Object
    FormatPaperback
    Number of Pages120
    ID Numbers
    Open LibraryOL9723740M
    ISBN 101841122297
    ISBN 109781841122298

    The Balanced Scorecard translates a company's vision and strategy into a coherent set of performance measures. The four perspectives of the scorecard-financial measures, customer knowledge, internal business processes, and learning and growth-offer a balance between short-term and long-term objectives, between outcomes desired and performance drivers of those outcomes, and between hard /5(82). In , the two authors published a book The Balanced Scorecard. These articles and the first book spread knowledge of the concept of balanced scorecard widely, and has led to Kaplan and Norton being seen as the creators of the concept.

      Includes index Measurement and management in the information age -- Why does business need a balanced scorecard? -- Pt Measuring business strategy -- Financial perspective -- Customer perspective -- Internal-business-process perspective -- Learning and growth perspective -- Linking balanced scorecard measures to your strategy -- Structure and strategy -- PtPages: The Balanced Scorecard was developed in the early s by two guys at the Harvard Business School: Robert Kaplan and David Norton. The key problem that Kaplan and Norton identified in the business of the day was that many companies tended to manage their businesses based solely on financial measures. While that may have worked [ ].

    Introduction. The Balanced Scorecard is a strategic management performance methodology used to ensure that there is a ‘balance’ between four major activities within a business or organisation. These activities are referred to as Perspectives. The perspectives look at the financial situation, customer interaction, internal business processes and the organisational capacity required to.   The balanced scorecard tracks all the important elements of a company’s strategy—from continuous improvement and partnerships to teamwork and global scale. And that allows companies to excel. Save.


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The Balanced Scorecard (Express Exec) by Nils-Göran Olve Download PDF EPUB FB2

As the title indicates, this book introduces the concept of the Balanced Scorecard: "The Balanced Scorecard (BSC) provides managers with the instrumentation they need to Cited by: Balanced Scorecard as a framework links this Strategy – Performance gap.

Norton and Kaplan’s other book, “Strategy Map” deals with the development of an “executable” strategy while this book provides the framework for monitoring and controlling of the “performance of strategy”. The book is not for everybody though/5. The Balanced Scorecard translates a company's vision and strategy into a coherent set of performance measures.

The four perspectives of the scorecard—financial measures, customer knowledge, internal business processes, and learning and growth—offer a balance between short-term and long-term objectives, between outcomes desired and performance drivers of those outcomes, and Brand: Harvard Business Review Press.

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 4/5(20). Robert S. Kaplan’s most popular book is The Balanced Scorecard: Translating Strategy into Robert S.

Kaplan has 71 books on Goodreads with ratings. Home. In their previous book, The Balanced Scorecard, Robert Kaplan and David Norton unveiled an innovative "performance management system" that any company could use to focus and align their executive teams, business units, human resources, information technology, and financial resources on a unified overall strategy--much as businesses have traditionally employed financial Cited by: All rights reserved.

A Good Balanced Scorecard Tells the Story of Your Strategy. •Every measure is part of a chain of cause and effect linkages. •A balance exists between outcome measures and the performance drivers or desired outcomes Every measure is part of a chain of cause and effect linkages A balance exists between outcome measures and the performance drivers or desired Size: KB.

The Balanced Scorecard—Measures that Drive Performance Robert S. Kaplan and David P. Norton What you measure is what you get. Senior execu- other. They realize that no single measure can pro-tives understand that their organization’s measure- vide a clear performance target or focus attention on.

The Balanced Scorecard has emerged as a proven and effective tool in our quest to capture, describe, and translate intangible assets into real value for all of an organization’s stakeholders and, in the process, to allow organizations to implement their differentiating strategies Size: 2MB.

“The Balanced Scorecard” addresses an ever-increasing accounting problem, measuring current companies using old accounting book explains that we are now in the information age and the old accounting from the industrial age doesn’t properly reflect or measure a company/5(88).

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/5(K). Publisher Description The Balanced Scorecard translates a company's vision and strategy into a coherent set of performance measures/5(4).

The Balanced Scorecard translates a company's vision and strategy into a coherent set of performance measures. The four perspectives of the scorecard--financial measures, customer knowledge.

In his book, The Institute Way, Howard Rolm describes the balanced scorecard system and sums up Strategic Objectives by saying: “Strategic Objectives are considered the DNA of the BSC system” Rolm recognises that in any strategic planning process, the way to bring a strategy alive is to create meaningful Strategic Objectives.

Balanced Scorecard, might conjure up an initial impression of a table of measurements or key performance indicators, it is in fact a process comprising of a number of carefully inter-linked real power of a properly developed Balanced Scorecard is that it links the performance measures to the organisation’s strategy.

Balanced Scorecard Step By Step guides readers through the processes required for a successful Balanced Scorecard project. In addition, he shows how to become a strategy-focused organiza-tion by imbedding the Balanced Scorecard into critical organizational pro-cesses.

The book provides an excellent complement to the two Kaplan-File Size: 2MB. The Balanced Scorecard translates a company's vision and strategy into a coherent set of performance measures. The four perspectives of the scorecard--financial measures, customer knowledge, internal business processes, and learning and growth--offer a balance between short-term and long-term objectives, between outcomes desired and performance drivers of those outcomes, and Cited by: 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.

This book is a practical and accessible guide to understanding and implementing the Balanced Scorecard, providing you with the essential information and saving time.

In 50 minutes you will be able to: • Evaluate company performance and management efficiency • Focus on all perspectives of the business at once1/5(1). The Balanced Scorecard translates a company's vision and strategy into a coherent set of performance measures. The four perspectives of the scorecard--financial measures, customer knowledge, internal business processes, and learning and growth--offer a balance between short-term and long-term objectives, between outcomes desired and performance drivers of those outcomes, and between hard 3/5(2).

The Balanced Scorecard translates a company's vision and strategy into a coherent set of performance measures. The four perspectives of the scorecard--financial measures, customer knowledge, internal business processes, and learning and growth--offer a balance between short-term and long-term objectives, between outcomes desired and performance drivers of those outcomes, and between hard /5(15).The Balanced Scorecard | 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 Brand: Harvard Business Review Press.

The Balanced Scorecard as a performance measurement book was firstly published back in It represents a management classic writing that develops a common platform in the middle of conventional and, short-term faced different management system approaches and a more stabilized attitude towards integrating new measurement types that are intertwined into one entire strategy.