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The Balanced Scorecard: Translating Strategy into Action

The Balanced Scorecard: Translating Strategy into Action Hardback - 1996 - 1st Edition

by Norton, David P

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  • Hardcover

"The Balanced Scorecard" is a revolutionary framework which translates a company's vision and strategy into a coherent set of performance measures. In addition, it is a tool to channel the energies, abilities, and specific knowledge held by employees toward achieving long-term goals. "A landmark achievement".--Michael Hammer, author of "Reengineering the Corporation".

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Details

  • Title The Balanced Scorecard: Translating Strategy into Action
  • Author Norton, David P
  • Binding Hardback
  • Edition number 1st
  • Edition 1
  • Condition Used - Good
  • Pages 336
  • Volumes 1
  • Language ENG
  • Publisher Harvard Business Review Press, Boston, Massachusetts, U.S.A.
  • Date 1996-09-01
  • Features Dust Cover, Index, Table of Contents
  • Bookseller's Inventory # GOR001601540
  • ISBN 9780875846514 / 0875846513
  • Weight 1.42 lbs (0.64 kg)
  • Dimensions 9.41 x 6.35 x 1.17 in (23.90 x 16.13 x 2.97 cm)
  • Library of Congress subjects Strategic planning, Industrial productivity - Measurement
  • Library of Congress Catalog Number 96010216
  • Dewey Decimal Code 658.401

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From the rear cover

Here is the book - by the recognized architects of the Balanced Scorecard - that shows how managers can use this revolutionary tool to mobilize their people to fulfill the company's mission. More than just a measurement system, the Balanced Scorecard is a management system that can channel the energies, abilities, and specific knowledge held by people throughout the organization toward achieving long-term strategic goals. Kaplan and Norton demonstrate how senior executives in industries such as banking, oil, insurance, and retailing are using the Balanced Scorecard both to guide current performance and to target future performance. They show how to use measures in four categories - financial performance, customer knowledge, internal business processes, and learning and growth - to align individual, organizational, and cross-departmental initiatives and to identify entirely new processes for meeting customer and shareholder objectives. The authors also reveal how to use the Balanced Scorecard as a robust learning system for testing, gaining feedback on, and updating the organization's strategy. Finally, they walk through the steps that managers in any company can use to build their own Balanced Scorecard. The Balanced Scorecard provides the management system for companies to invest in the long term - in customers, in employees, in new product development, and in systems - rather than managing the bottom line to pump up short-term earnings. It will change the way you measure and manage your business.

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Citations

  • Booklist, 09/01/1996, Page 45
  • Library Journal, 08/01/1996, Page 0
  • LJ Best Business Books, 01/01/1997, Page 36
  • Publishers Weekly, 08/26/1996, Page 88

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