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The balanced Scorecard Translating Strategy Into Action Kaplan, Robert S.

By: Material type: TextTextPublication details: Harvard Business Schol Press United State of America 1996Description: XI, 322ISBN:
  • 9780875846514
Subject(s): DDC classification:
  • 658.4012 KAP
Summary: 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.
List(s) this item appears in: Harvard Publiactions
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Holdings
Item type Current library Call number Status Notes Date due Barcode Item holds
Book Book Library Annexe 688.4012/KAP/NOR/25854 (Browse shelf(Opens below)) Not For Loan Strategic Management 11125854
Total holds: 0

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.

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