The Balanced Scorecard: Translating Strategy into ActionHarvard Business Review Press, 1996 M08 2 - 322 páginas 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 between hard objective measures and softer, more subjective measures. In the first part, Kaplan and Norton provide the theoretical foundations for the Balanced Scorecard; in the second part, they describe the steps organizations must take to build their own Scorecards; and, finally, they discuss how the Balanced Scorecard can be used as a driver of change. |
Contenido
MEASURING BUSINESS STRATEGY 3 Financial Perspective | |
Customer Perspective | |
InternalBusinessProcess Perspective | |
Learning and Growth Perspective | |
Linking Balanced Scorecard Measures to Your Strategy | |
Structure and Strategy | |
MANAGING BUSINESS STRATEGY 9 Achieving Strategic Alignment From Top to Bottom | |
Targets Resource Allocation Initiatives and Budgets | |
Feedback and the Strategic Learning Process | |
Implementing a Balanced Scorecard Management Program | |
Building a Balanced Scorecard | |
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The Balanced Scorecard: Translating Strategy Into Action Robert S. Kaplan,David P. Norton Vista previa limitada - 1996 |
Términos y frases comunes
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