The balanced scorecard: Measures that drive performance (HBR on point) ebook
by Robert S Kaplan
Let us demonstrate rather than argue this point.
How do customers see us? (customer perspective). The internal measures for the balanced scorecard should stem from the business processes that have the greatest impact on customer that affect cycle time, quality, employee skills, and productivity, for example. Companies should also attempt to identify and measure their company’s core competencies, the critical technologies needed to ensure continued market leadership. Let us demonstrate rather than argue this point. How One Company Used a Daily Financial Report to Improve Quality.
The Balanced Scorecard-Measures that Drive Performance. Robert S. Kaplan and David P. Norton. What you measure is what you get. Senior execu-tives understand that their organization’s measure-ment system strongly affects the behavior of managers and employees. David P. Norton is president of Nolan, Norton & Company, In. a Massachusetts-based information technology consulting firm he cofounded. They realize that no single measure can pro-vide a clear performance target or focus attention on the critical areas of the business.
Robert S. Kaplan is the Baker Foundation Professor at Harvard Business School. David Norton serves as President of Balanced Scorecard ium. Series: HBR on point.
They realize that no single measure can pro- tives understand that their organization’s measure- vide a clear performance target or focus attention on ment system strongly affects the behavior of the critical areas of the business. Managers want a managers and employees. Kaplan is the Marvin Bower Professor of Leadership Development at Harvard Business School in Boston. He is a cofounder of the Balanced Scorecard Collaborative. Kaplan, David P. Download (pdf, 290 Kb) Donate Read. Epub FB2 mobi txt RTF. Converted file can differ from the original. If possible, download the file in its original format.
The balanced scorecard includes financial measures that tell the results of actions already taken. Three-item scale was adapted from balanced scorecard developed by Kaplan and Norton (1992) to measure financial performance. And it complements those financial measures with three sets of operational measures related to customer satisfaction, internal processes, and the organization's ability to learn and improve-the activities that drive future financial performance.
Harvard Business Press, 2004. Kaplan, Robert . and David P. The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment. Harvard Business Press, 2000. Cooper, Robin, and Robert S. Kaplan. The design of cost management systems: text and cases. The Balanced Scorecard: Translating Strategy into Action. Harvard Business Press, 1996. Johnson, H. Thomas, and Robert S.
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