The Balanced Scorecard by Robert S. Kaplan
Translating Strategy into Action

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Synopsis

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 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.
 

About Robert S. Kaplan

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Robert Kaplan has taught mathematics to people from six to sixty, most recently at Harvard University. In 1994, with his wife Ellen, he founded The Math Circle, a program, open to the public, for the enjoyment of pure mathematics. He has also taught Philosophy, Greek, German, Sanskrit, and Inspired Guessing. Robert Kaplan lives in Cambridge, MA. Robert Kaplan has taught mathematics to people from six to sixty, most recently at Harvard University. In 1994, with his wife Ellen, he founded The Math Circle, a program, open to the public, for the enjoyment of pure mathematics. He has also taught Philosophy, Greek, German, Sanskrit, and Inspired Guessing. Robert Kaplan lives in Cambridge, MA.
 
Published August 2, 1996 by Harvard Business Review Press. 336 pages
Genres: Business & Economics, Professional & Technical. Non-fiction

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As running a corporate--or government or not-for-profit--enterprise becomes increasingly complicated, more sophisticated approaches are needed to implement strategy and measure performance. Purely fin

Sep 02 1996 | Read Full Review of The Balanced Scorecard: Trans...

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