Balanced Scorecard
The balanced scorecard forces managers to look at the business
from four important perspectives. It links performance measures
by requiring firms to address four basic questions:
(a) How do customers see us? - Customer perspective
(b) What must we excel at? - Internal perspective
(c) Can we continue to improve and create value? - Innovation
& learning perspective
(d) How do we look to shareholders? - Financial perspective
- Kaplan RS and Norton DP, "The Balanced Scorecard - Measures
that drive performance", Harvard Business Review, 1992 Jan/Feb,
pp71-79.
- Kaplan RS and Norton DP. "Putting the Balanced Scorecard
to Work, Harvard Business Review, September-October 1993. pp134-147
(Presents a series of cases about the balanced scorecard. Also
documents Kaplan and Norton's process for developing a balanced
scorecard.)
- Kaplan RS and Norton DP. "Using the Balanced Scorecard
as a Strategic Management System". Harvard Business Review,
January-February 1996 pp75-85 (Presents Kaplan and Norton's thoughts
on how the balanced scorecard can be used as a strategic management
system.)
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