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The balanced scorecard: translating strategy into action by Kaplan, Robert S; Norton, David P., 1941- is a reference work available to read on EtoBox.

What is The balanced scorecard: translating strategy into action about?

<p><i>the Balanced Scorecard</i> Translates A Company&#39;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.</p> <h3>publishers Weekly</h3> <p>as Running A Corporateor Government Or Not-for-profitenterprise Becomes Increasingly Complicated, More Sophisticated Approaches Are Needed To Implement Strategy And Measure Performance. Purely Financial Evaluations Of Performance, For Example, No Longer Suffice In A World Where Intangible Assetsrelationships And Capabilitiesincreasingly Determine The Prospects For Success. Kaplan, A Harvard Business School Profe

Who reads The balanced scorecard: translating strategy into action?

Author

Kaplan, Robert S; Norton, David P., 1941-

Publisher

Boston, Mass.: Harvard Business School Press

Published

2006

Language

EN

ISBN

9781422148167

Category

reference

Subjects

Management, Fiction, Reference

Rating

3.88 / 5 (3,949 ratings)

Updated

2026-03-14