|
The Balanced Scorecard: Translating Strategy into Action | 
 enlarge | Authors: Robert S. Kaplan, David P. Norton
Publisher: Harvard Business School Press
Category: Book
List Price: $39.95
Buy Used: $0.83
You Save: $39.12 (98%)
New (52) Used (55) Collectible (4) from $0.83
Avg. Customer Rating:  54 reviews
Sales Rank: 20549
Media: Hardcover
Edition: 1
Number Of Items: 1
Pages: 322
Shipping Weight (lbs): 1.5
Dimensions (in): 9.2 x 6.5 x 1.2
ISBN: 0875846513
Dewey Decimal Number: 658.4012
EAN: 9780875846514
ASIN: 0875846513
Publication Date: September 1996
Availability: Usually ships in 1-2 business days
Shipping: Expedited shipping available
Shipping: International shipping available
Condition: Standard used condition.
|
| Editorial Reviews:
Product Description
Here is the book--by the recognized architects of the Balanced Scorecard--that shows how managers can use this revolutionary tool to mobilize their people to fulfill the company's mission. More than just a measurement system, the Balanced Scorecard is a management system that can channel the energies, abilities, and specific knowledge held by people throughout the organization toward achieving long-term strategic goals. Kaplan and Norton demonstrate how senior executives in industries such as banking, oil, insurance, and retailing are using the Balanced Scorecard both to guide current performance and to target future performance. They show how to use measures in four categories-financial performance, customer knowledge, internal business processes, and learning and growth-to align individual, organizational, and cross-departmental initiatives and to identify entirely new processes for meeting customer and shareholder objectives. The authors also reveal how to use the Balanced Scorecard as a robust learning system for testing, gaining feedback on, and updating the organization's strategy. Finally, they walk through the steps that managers in any company can use to build their own Balanced Scorecard. The Balanced Scorecard provides the management system for companies to invest in the long term-in customers, in employees, in new product development, and in systems-rather than managing the bottom line to pump up short-term earnings. It will change the way you measure and manage your business.
|
| Customer Reviews: Read 49 more reviews...
Balanced Scorecard awesome book November 4, 2008
This book is the bread and butter if you are into executing strategy.There is lots of good tips and detailed understanding.
Please visit http://www.balancedscorcard.wordpress.com for more information
A Good Read but One Size does Not Fit All February 21, 2008
The world doesn't need another long review of this book or the Balanced Scorecard concept but a little added perspective might be of value. BSC is most useful to organizations that need to jump start (or begin) their strategic planning efforts. The book lays out a practical and useful guide to do just that but many companies end up allowing BSC to become all consuming and not a means to an end. For this and other reasons, the majority of organizations don't follow through. The process described in this book is easy to read and absorb and consequently has a loyal following of adherents -- some of whom claim substantive results in their companies as a result. With the caveat that one size does not fit all, I would recommend this book as a component of your readings on business strategy and execution.
 Although Great, it is Better in Hindsight November 25, 2007
Balanced scorecards have become ubiquitous in modern business parlance. But to really understand their power and elegance requires an understanding of strategy mapping as depicted in Norton and Kaplan's other books. Because those other books were written later than this one, the deeper power of the scorecards really emerges in the follow-up to strategy mapping. Nonetheless, this is a cornerstone of any strategist's library, depicting the methodology that has become rightfully synonymous with measuring strategy. The real beauty of this approach does not lie only in its extraordinary identification of the key perspectives that must be measured to accomplish (or determine a need to revisit) strategy. Instead, the malleability of the scorecard as a means to measure all of the aspects of stakeholder delivery is really indispensable when approaching the complexity of modern organizations. With the advent of triple bottom lines and the demand to measure not just the results but their alleged leading indicators, balanced scorecards have become the standard for how to do so. No strategist or business leader's library should be without this book. It is as vital as is "The Wealth of Nations" to an economist.
Amie Devero, Author of Powered by Principle: Using Core Values to Build World-Class Organizations
Excellent October 22, 2007
This is a product that help me to alling the objetive of our organization to the lowest levels
Effective Strategic Management Tool October 16, 2007
3 out of 3 found this review helpful
The book is a classic that has revolutionalised the way executives view their organizations, be it a for profit or not-for-profit entity. The Balanced Scorecard, an approach to strategic management that was developed by Robert S Kaplan and David P Norton, is a concept for measuring a company's activities in terms of its vision and strategies, to provide managers with a comprehensive view of the performance of a business. The key new factor is focusing not only on financial results but also on the human issues that drive those outcomes, so that organizations focus on the future and act in their long-term best interest.
The traditional means of measuring success through financial performance focuses on achievement to date. It is backward looking and can be counter productive in terms of securing a successful financial future. According to Kaplan and Norton financial measures are inadequate for guiding and evaluating the drive that information age firms must make to create future value through investment in customers, suppliers, employees, processes, technology and innovation.
The Balanced Scorecard balances financial success with processes that will generate success in the future. The scorecard retains a financial perspective and achieves balance by introducing a customer perspective, an internal perspective and a learning and growth perspective. In addition, it introduces objectives and measures, identifying both critical success factors and critical measurements.
The Balanced Scorecard is a management system (not only a measurement system) that allows organizations to clarify their vision and strategy and translate them into action. It provides feedback around both the internal business processes and external outcomes in order to continuously improve strategic performance and results. When fully deployed, the Balanced Scorecard transforms strategic management from an academic exercise into the nerve centre of an enterprise.
The Balanced Scorecard methodology builds on some key concepts of previous management ideas such as Total Quality Management (TQM), including customer-defined quality, continuous improvement, employee empowerment, and measurement-based management and feedback.
The Balanced Scorecard suggests that we view the organisation from four perspectives, namely the financial perspective, customer perspective, internal business processes and learning and growth perspective. The approach requires managers to develop metrics, collect data and analyze it relative to each of these perspectives.
This outstanding book is recommended to managers at all levels of an organisation, as well as business management students and strategy consultants.
|
|
|
Powered by Associate-O-Matic
| |
