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Balanced scorecard : translating strategy into action

By:

Kaplan, Robert S

Material type: Text

TextPublication details: HARVARD BUSINESS SCHOOL P. BostonUS 1996Description: xi, 322 pAction note:

12/6/00 M2L

Summary: Presents the balanced scorecard (BSC) as a strategic management system that translates mission and strategy into objectives and measures. Shows how to use measures, in each of four categories namely: financial, customer, internal business process, and learning and growth. Uses Part 1 to describe the construction of the BSC. Covers the fundamentals of building objectives and measures in each of the four categories. Uses Part 2 to explain how companies are using the BSC to enhance alignment and accountability; to establish long term targets for strategic measures; and, to facilitate strategic learning.

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Item type	Current library	Call number	Status	Barcode
Monograph	CARICOM Documentation Centre	LRC 02.01.02 K17 (Browse shelf(Opens below))	Available	0000000017108

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Presents the balanced scorecard (BSC) as a strategic management system that translates mission and strategy into objectives and measures. Shows how to use measures, in each of four categories namely: financial, customer, internal business process, and learning and growth. Uses Part 1 to describe the construction of the BSC. Covers the fundamentals of building objectives and measures in each of the four categories. Uses Part 2 to explain how companies are using the BSC to enhance alignment and accountability; to establish long term targets for strategic measures; and, to facilitate strategic learning.

12/6/00 M2L

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