The Balanced Scorecard

Translating Strategy into Action

Author: Robert S. Kaplan

Publisher: Harvard Business Review Press

ISBN:

Category: Business & Economics

Page: 322

View: 943

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.

Beyond the Balanced Scorecard

Improving Business Intelligence with Analytics

Author: Mark Graham Brown

Publisher: Productivity Press

ISBN:

Category: Business & Economics

Page: 233

View: 828

Improve the "Health" of Your Organization by Using the Right Metrics! The vast majority of companies use some form of balanced scorecard to measure performance measu, yet recent research suggests that most scorecards are based on singular, unsophisticated measurements, providing flawed data on the state of the organization. Beyond the Balanced Scorecard: Improving Business Intelligence with Analytics, by Mark Graham Brown, provides managers with the right metrics for evaluating important aspects of performance that are not accurately tracked by most companies and government organizations. Leaders will learn how to objectively measure: Relationships with Customers Employee Satisfaction External Business Environment Supplier/Vendor performance Strategy and Financials This book will show you how to construct a performance index, as well as provide you with example metrics of various aspects of performance that are difficult to measure.

Alignment

Using the Balanced Scorecard to Create Corporate Synergies

Author: Robert S. Kaplan

Publisher: Harvard Business Press

ISBN:

Category: Business & Economics

Page: 302

View: 806

Most organizations consist of multiple business and support units, each populated by highly trained, experienced executives. But often the efforts of individual units are not coordinated, resulting in conflicts, lost opportunities, and diminished performance. Robert S. Kaplan and David P. Norton argue that the responsibility for this critical alignment lies with corporate headquarters. In this book, the authors apply their revolutionary Balanced Scorecard management system to corporate-level strategy, revealing how highly successful enterprises achieve powerful synergies by explicitly defining corporate headquarters’ role in setting, coordinating, and overseeing organizational strategy. Based on extensive field research in organizations worldwide, Alignment shows how companies can build an enterprise-level Strategy Map and Balanced Scorecard that clearly articulate the “enterprise value proposition”: how the enterprise creates value above that achieved by individual business units operating alone. The book provides case studies, actionable frameworks, and sample scorecards that show how to align business and support units, boards of directors, and external partners with the corporate strategy and create a governance process that will ensure that alignment is sustained. The next breakthrough in strategy execution from the field’s premier thinkers, Alignment shows how today’s companies can unlock unrealized value from enterprise synergies.

Balanced Scorecard

Step-by-Step for Government and Nonprofit Agencies

Author: Paul R. Niven

Publisher: John Wiley & Sons

ISBN:

Category: Business & Economics

Page: 384

View: 520

This book provides an easy-to-follow roadmap for successfully implementing the Balanced Scorecard methodology in small- and medium-sized companies. Building on the success of the first edition, the Second Edition includes new cases based on the author's experience implementing the balanced scorecard at government and nonprofit agencies. It is a must-read for any organization interested in achieving breakthrough results.

Balanced Scorecard Step-by-Step

Maximizing Performance and Maintaining Results

Author: Paul R. Niven

Publisher: John Wiley & Sons

ISBN:

Category: Business & Economics

Page: 352

View: 782

This book explains how an organization can measure and manage performance with the Balanced Scorecard methodology. It provides extensive background on performance management and the Balanced Scorecard, and focuses on guiding a team through the step-by-step development and ongoing implementation of a Balanced Scorecard system. Corporations, public sector agencies, and not for profit organizations have all reaped success from the Balanced Scorecard. This book supplies detailed implementation advice that is readily applied to any and all of these organization types. Additionally, it will benefit organizations at any stage of Balanced Scorecard development. Regardless of whether you are just contemplating a Balanced Scorecard, require assistance in linking their current Scorecard to management processes, or need a review of their past measurement efforts, Balanced Scorecard Step by Step provides detailed advice and proven solutions.

Balanced Scorecard Diagnostics

Maintaining Maximum Performance

Author: Paul R. Niven

Publisher: John Wiley & Sons

ISBN:

Category: Business & Economics

Page: 206

View: 514

Presents a guide to analysing the effectiveness of an organisation's Balanced Scorecard, complete with practical tools and real-world case studies to assist with implementing corrective changes. Examines the fundamental elements for effectively employing the Balanced Scorecard and offers guidelines for examining a Balanced Scorecard team, training and education regimen, and communication planning. Provides advice on how to "personalise" a strategy map to evoke user acceptance, supplies diagnostics for reviewing the number of objectives on a strategy map, and demonstrates how initiatives may be mapped to Scorecard objectives, ensuring human and financial resources are directed towards the execution of strategy.

The Balanced Scorecard

Turn your data into a roadmap to success

Author: 50MINUTES,

Publisher: 50 Minutes

ISBN:

Category: Business & Economics

Page: 29

View: 265

Turn your data into a roadmap to success! 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 once • Successfully apply the Balanced Scorecard to your business ABOUT 50MINUTES | Management & Marketing 50MINUTES provides the tools to quickly understand the main theories and concepts that shape the economic world of today. Our publications are easy to use and they will save you time. They provide both elements of theory and case studies, making them excellent guides to understand key concepts in just a few minutes. In fact, they are the starting point to take action and push your business to the next level.

The Strategy-focused Organization

How Balanced Scorecard Companies Thrive in the New Business Environment

Author: Robert S. Kaplan

Publisher: Harvard Business Press

ISBN:

Category: Business & Economics

Page: 400

View: 163

In today's business environment, strategy has never been more important. Yet research shows that most companies fail to execute strategy successfully. Behind this abysmal track record lies an undeniable fact: many companies continue to use management processes-top-down, financially driven, and tactical-that were designed to run yesterday's organizations. Now, the creators of the revolutionary performance management tool called the Balanced Scorecard introduce a new approach that makes strategy a continuous process owned not just by top management, but by everyone. In The Strategy-Focused Organization, Robert Kaplan and David Norton share the results of ten years of learning and research into more than 200 companies that have implemented the Balanced Scorecard. Drawing from more than twenty in-depth case studies-including Mobil, CIGNA, Nova Scotia Power, and AT T Canada-Kaplan and Norton illustrate how Balanced Scorecard adopters have taken their groundbreaking tool to the next level. These organizations have used the scorecard to create an entirely new performance management framework that puts strategy at the center of key management processes and systems. Kaplan and Norton articulate the five key principles required for building Strategy-Focused Organizations: (1) translate the strategy to operational terms, (2) align the organization to the strategy, (3) make strategy everyone's everyday job, (4) make strategy a continual process, and (5) mobilize change through strong, effective leadership. The authors provide a detailed account of how a range of organizations in the private, public, and nonprofit sectors have deployed these principles to achieve breakthrough, sustainable performance improvements. Presenting a practical, proven framework steeped in rich case study experience, The Strategy-Focused Organization helps solve a universal management problem-not just how to formulate strategy, but how to make it work. Building on one of the most revolutionary business ideas of our time, this important book shows how today's leaders can shape their own companies to meet the challenges and reap the rewards of a new competitive era. Robert S. Kaplan is the Marvin Bower Professor of Leadership Development at Harvard Business School. David P. Norton is President of Balanced Scorecard Collaborative, Inc.

Performance Measurement with the Balanced Scorecard

A Practical Approach to Implementation within SMEs

Author: Stefano Biazzo

Publisher: Springer Science & Business Media

ISBN:

Category: Business & Economics

Page: 133

View: 946

Do we really know the critical phenomena that are linked to how enterprises function and the dynamics of their relationships with customers, suppliers and competitors? Are their decision-making processes founded upon a set of performance measurements that were accurately designed and systematically elaborated? The above questions are the focus of this book, as is the following premise: enterprises need a system to measure their critical performances so they can be managed effectively; metaphorically speaking, enterprises need a “management dashboard” to serve as a navigational aid. A dashboard to show – with as few distortions as possible – the pattern of key variables that characterizes the specific formula enterprises use to face their competitive and social environment.