Normal view MARC view ISBD view

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.

Tags from this library: No tags from this library for this title. Log in to add tags.

Average rating: 0.0 (0 votes)

No physical items for this record

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.