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Product Description
In an earlier, groundbreaking article, Balanced Scorecard: Measures That Drive Performance, Reprint #92105, the authors proposed a new measurement system that provided managers with a comprehensive framework to translate a company's strategic objectives into a coherent set of performance measures. Now the authors show how several companies are putting the balanced scorecard to work. Effective measurement, the authors point out, must be an integral part of the management process. Much more than a measurement exercise, the balanced scorecard is a management system that can motivate breakthrough improvements in such critical areas as product, process, customer, and market development. Several examples--Rockwater, Apple Computer, and Advanced Micro Devices--illustrate how the scorecard combines measurement and management in different companies. From the experiences of these companies and others, the authors have found that the balanced scorecard is most successful when it is used to drive the process of change.
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This is an enhanced edition of HBR article 93505, originally published in September/October 1993. HBR OnPoint articles save you time by enhancing an original Harvard Business Review article with an overview that draws out the main points and an annotated bibliography that points you to related resources. This enables you to scan, absorb, and share the management insights with others. In an earlier, groundbreaking article, Balanced Scorecard: Measures That Drive Performance, Reprint #92105, the authors proposed a new measurement system that provided managers with a comprehensive framework to translate a company's strategic objectives into a coherent set of performance measures. Now the authors show how several companies are putting the balanced scorecard to work. Effective measurement, the authors point out, must be an integral part of the management process. Much more than a measurement exercise, the balanced scorecard is a management system that can motivate breakthrough improvements in such critical areas as product, process, customer, and market development. Several examples--Rockwater, Apple Computer, and Advanced Micro Devices--illustrate how the scorecard combines measurement and management in different companies. From the experiences of these companies and others, the authors have found that the balanced scorecard is most successful when it is used to drive the process of change.
In an earlier, groundbreaking article, Balanced Scorecard: Measures That Drive Performance, Reprint #92105, the authors proposed a new measurement system that provided managers with a comprehensive framework to translate a company's strategic objectives into a coherent set of performance measures. Now the authors show how several companies are putting the balanced scorecard to work. Effective measurement, the authors point out, must be an integral part of the management process. Much more than a measurement exercise, the balanced scorecard is a management system that can motivate breakthrough improvements in such critical areas as product, process, customer, and market development. Several examples--Rockwater, Apple Computer, and Advanced Micro Devices--illustrate how the scorecard combines measurement and management in different companies. From the experiences of these companies and others, the authors have found that the balanced scorecard is most successful when it is used to drive the process of change.
Download Description
This is an enhanced edition of HBR article 93505, originally published in September/October 1993. HBR OnPoint articles save you time by enhancing an original Harvard Business Review article with an overview that draws out the main points and an annotated bibliography that points you to related resources. This enables you to scan, absorb, and share the management insights with others. In an earlier, groundbreaking article, Balanced Scorecard: Measures That Drive Performance, Reprint #92105, the authors proposed a new measurement system that provided managers with a comprehensive framework to translate a company's strategic objectives into a coherent set of performance measures. Now the authors show how several companies are putting the balanced scorecard to work. Effective measurement, the authors point out, must be an integral part of the management process. Much more than a measurement exercise, the balanced scorecard is a management system that can motivate breakthrough improvements in such critical areas as product, process, customer, and market development. Several examples--Rockwater, Apple Computer, and Advanced Micro Devices--illustrate how the scorecard combines measurement and management in different companies. From the experiences of these companies and others, the authors have found that the balanced scorecard is most successful when it is used to drive the process of change.
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- Performance, Measurement, Management, and Appraisal Sourcebook by Richard W. Beatty on 5 pages
- The Cost Management Toolbox: A Manager's Guide to Controlling Costs and Boosting Profits by Lianabel Oliver on page 144, and Back Matter
- The Economic Impact of Knowledge (Resources for the Knowledge-Based Economy) by Dale Neef in Table of Contents, and page 315
- Designing Feedback: Performance Measures for Continuous Improvement (Crisp Management Library) by Carl G. Thor in Back Matter (1), and Back Matter (2)
- Reinspiring the Corporation: The Seven Seminal Paths to Corporate Greatness by Mark C. Scott on page 40, and page 183
See all 37 books citing this book