By Paul R. Niven
Publication is in new and was once shipped in a well timed demeanour. have not but learn it, notwithstanding.
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Robert S. Kaplan and David P. Norton, “The Balanced Scorecard—Measures that Drive Performance,” Harvard Business Review, January–February 1992, 71– 79. 9. Robert S. Kaplan and David P. Norton, The Balanced Scorecard (Boston: Harvard Business School Press, 1996). 10. P. Senge, The Fifth Discipline: The Art and Practice of the Learning Organization (New York: Currency Doubleday, 1990). 11. Timothy J. Galpin, Making Strategy Work (San Francisco: Jossey-Bass, 1997). 12. ” 13. Michael Treacy and Fred Wiersema, The Discipline of Market Leaders (Reading, MA: Perseus Books, 1995).
Writing in the Harvard Business Review back in 1957, Harvard Professor Malcolm P. ” 1 Can you imagine the reaction business leaders would have to this quote if it were uttered today? What was your reaction? If you are like most, you would probably completely disagree with McNair’s pessimistic view and instead assert the now prevailing notion that an organization’s people or its “human capital” represent the critical enabler in the new economy. Chapter One discussed some of the limitations financial measures possess.
The Balanced Scorecard balances the historical accuracy and integrity of financial numbers with the drivers of future success. The framework enforces a discipline around strategy implementation by challenging executives to carefully translate their strategies into objectives, measures, targets, and initiatives in four balanced perspectives: Customer, Internal Processes, Learning and Growth, and Financial. While originally designed in 1990 as a measurement system, the Balanced Scorecard has evolved into a strategic management system and powerful communication tool for those organizations fully utilizing its many capabilities.