How to Write a Better Thesis What Is a Thesis? David Evans†, Paul Gruba, Justin Zobel · Download PDF Chapter. Page. S. Kaplan and D. P. Norton, “The Balanced Scorecard: Measures That Drive and Norton, The Balanced Scorecard: Translating Strategy into Action (Boston. Public transport organizations face many barriers when try- ing to execute the strategy formed by their corporate man- agements. Some of these common.
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Balance Scorecard: Translating Corporate Plan into Action. strategy into measurable terms and could be considered as an autonomous tool of communication. Translating Strategy Into Action [PDF] [EPUB] The balanced scorecard is a strategy performance management tool – a semi-standard structured. The Balanced Scorecard: Translating Strategy into Action—. Robert S. Kaplan and David P. Norton (Boston, MA: Harvard. Business School Press, pp.
This is a hard core business book that is most appropriate for those who understand the nuances of Strategy making, Implementation, and Performance management. Because of that, I came to this book with prejudices, and the beginning was really hard--I postponed reading the book and found other things to do instead. If I hadn't needed to do the research for class, I would have steered far away from anything to do with the BSC.
I initially suggested a variety of different topics in lieu of the BSC, trying to get out of having to read what I thought was a load of rubbis Some years ago I was exposed to a suboptimal implementation of the Balanced Scorecard. I initially suggested a variety of different topics in lieu of the BSC, trying to get out of having to read what I thought was a load of rubbish, but my professor would have none of it. I struggled with the book for two or three chapters. I was still in thrall to my biases, and the theoretical nature of the book had no appeal.
The a-ha moment came when a class assignment involved a case study where a company had implemented the BSC but hadn't done a great job of it. Although I was only one-third of the way through this book at the time, I immediately saw the most obvious problems with the BSC the case study was using.
With a concrete problem in need of a solution before me, I was able to apply the concepts I learned in just the first few chapters of the book and analyse the case study successfully to come up with some good recommendations. In comparison, my classmates who hadn't read the book or even heard of it and had only read one article on the BSC were struggling with the concept.
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. To download this product after your download, simply sign-in to hbr.
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