translating strategy into action Kaplan, Robert S. Primary Author Norton, David P. Additional Author mixed material bibliography Boston Harvard Business Press 1996 en English

Printed Material

xi, 322 p. : index ; 24 cm. 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. TABLE OF CONTENTS Preface 1 Measurement and Management in the Information Age 2 Why Does Business Need a Balanced Scorecard? 3 Financial Perspective 4 Customer Perspective 5 Internal-Business-Process Perspective 6 Learning and Growth Perspective 7 Linking Balanced Scorecard Measures to Your Strategy 8 Structure and Strategy 9 Achieving Strategic Alignment: From Top to Bottom 10 Targets, Resource Allocation, Initiatives, and Budgets 11 Feedback and the Strategic Learning Process 12 Implementing a Balanced Scorecard Management Program Appendix Building a Balanced Scorecard Index About the Authors Strategic planning Balanced Scorecard Organizations Productivity Organizational effectiveness Productivity measurement AD/ADBE/AZA 363 0875846513 Perpustakaan - Sekolah Tinggi Manajemen PPM Pusat Informasi Manajemen AD/ADBE/AZA 363 Kap 28095 Short Loan (Short Loan) AD/ADBE/AZA 363 Kap BSC.jpg.jpg 8537 1997-08-15 00:00:00 2022-07-28 12:45:11 machine generated