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    The Balanced Scorecard: Translating Strategy into Action (Harvard Business School Press) (Hardback) By (author) Robert Steven Kaplan, By (author) David P. Norton

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    DescriptionThe 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 objective measures and softer, more subjective measures. In the first part, Kaplan and Norton provide the theoretical foundations for the Balanced Scorecard; in the second part, they describe the steps organizations must take to build their own Scorecards; and, finally, they discuss how the Balanced Scorecard can be used as a driver of change.

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  • Full bibliographic data for The Balanced Scorecard

    The Balanced Scorecard
    Translating Strategy into Action
    Authors and contributors
    By (author) Robert Steven Kaplan, By (author) David P. Norton
    Physical properties
    Format: Hardback
    Number of pages: 336
    Width: 164 mm
    Height: 236 mm
    Thickness: 30 mm
    Weight: 662 g
    ISBN 13: 9780875846514
    ISBN 10: 0875846513

    BIC E4L: BUS
    B&T Merchandise Category: GEN
    B&T Book Type: NF
    Nielsen BookScan Product Class 3: S4.2
    B&T Modifier: Region of Publication: 01
    B&T Modifier: Academic Level: 01
    BIC subject category V2: KJC
    LC subject heading: ,
    B&T Modifier: Subject Development: 10
    DC20: 658.15
    Ingram Theme: APPR/CLASSA
    BIC subject category V2: KJMV1
    B&T General Subject: 180
    Warengruppen-Systematik des deutschen Buchhandels: 17850
    Ingram Subject Code: BE
    Libri: BUSI5056, MANA1000
    BISAC V2.8: BUS063000
    DC22: 658.4012
    BISAC V2.8: BUS082000
    DC22: 658.4/012
    LC subject heading:
    B&T Approval Code: A48404234
    LC subject heading:
    BISAC V2.8: BUS025000, BUS041000
    Libri: STRC0100
    LC subject heading: , , ,
    LC classification: HD56.K35 1
    Libri: BALA5300, MANA1003, P0041596
    LC classification: HD56 .K35 1996
    Thema V1.0: KJC, KJMV1
    Illustrations note
    Harvard Business Review Press
    Imprint name
    Harvard Business Review Press
    Publication date
    01 September 1996
    Publication City/Country
    Boston, MA
    Author Information
    Robert S. Kaplan is the Arthur Lowes Dickinson Professor of Accounting at the Harvard Business School. David P. Norton is the president of Renaissance Solutions, Inc. They are the authors of three seminal Harvard Business Review articles on the Balanced Scorecard.
    Review text
    A new book from the inventors of the revolutionary balanced scorecard which shows clearly how this tool provides a framework for translating a corporate strategy into operational terms and channelling the energies, abilities and knowledge of people throughout the organisation into achieving long-term goals. The book gives examples from banking, oil and retailing of where the balanced scorecard is being used to evaluate current performance and to target future performance, based on financial and non-financial criteria such as customer satisfaction and employee learning and growth. (Kirkus UK)
    Back cover copy
    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.
    Table of contents
    Preface 1. Measurement and Management in the Information Age 2. Why Does Business Need a Balanced Scorecard? Part One-Measuring Business Strategy 3. Financial Perspective 4. Customer Perspective 5. Internal-Business-Process Perspective 6. Learning and Growth Perspective 7. Linking Balanced Scorecard Measures to Your Strategy 8. Structure and Strategy Part Two-Managing Business Strategy 9. Achieving Strategic Alignment: From Top to Bottom 10. Targets, Resource Allocation, Initiatives, and Budgets 11. Feedback and the Strategic Learning Process 12. Implementing a Balanced Scorecard Management Program Appendix: Building a Balanced Scorecard Index About the Authors