Ebook {Epub PDF} The Balanced Scorecard: Translating Strategy into Action by Robert S. Kaplan

 · David P. Norton (born ) is an American-born business theorist, author, senior executive, and a prominent management consultant. He graduated from Harvard University, meanwhile obtaining a Doctorate of Business Administration. Robert S. Kaplan co-authored The StrategyFocused Organization and Strategy Maps book with his well-renowned fellow executive David P. Norton, which Estimated Reading Time: 9 mins. The Balanced Scorecard translates an organization's mission and strategy into a comprehensive set of performance measures that pro Today, organizations are competing in complex environments so that an accurate understanding of their goals and the methods for attaining those goals is vital/5. 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 Cited by:

Editor's Note: In , Robert S. Kaplan and David P. Norton's concept of the balanced scorecard revolutionized conventional thinking about performance metrics. By going beyond traditional. book to the Balanced Scorecard literature. Niven's contribution will enable 1R. S. Kaplan and D. P. Norton, "The Balanced Scorecard: Measures That Drive Performance," Harvard Business Review, January-February , 2Kaplan and Norton, The Balanced Scorecard: Translating Strategy into Action (Boston. Kaplan, Robert S., and David P. Norton. The Balanced Scorecard: Translating Strategy into Action. Boston: Harvard Business School Press, (Nominated for Financial Times/ Booz-Allen Hamilton Global Business Book Award presented by Booz-Allen Hamilton. Winner of Notable Contribution to.

Kaplan, Robert S., and David P. Norton. The Balanced Scorecard: Translating Strategy into Action. Boston: Harvard Business School Press, (Nominated for Financial Times/ Booz-Allen Hamilton Global Business Book Award presented by Booz-Allen Hamilton. Winner of Notable Contribution to Management Accounting Literature Award presented by American Accounting Association.). The Balanced Scorecard is designed to take a balanced look at all of the company’s business factors and formulate performance measures accordingly. The goal is not to have a new measurement system; the goal is, in the end, to have a management system. The graphic illustration below conveys the idea. From Library Journal. Kaplan (accounting, Harvard) and Norton, president of Renaissance Solutions Inc., created the “balanced scorecard” to assist businesses in moving from ideas to action, achieving long-term goals, and obtaining feedback about strategy.