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COMMENTARY Transforming the Balanced …
2001 American Accounting AssociationAccounting HorizonsVol. 15 No. 2 June 2001pp. 147 160 COMMENTARYT ransforming the Balanced Scorecardfrom Performance Measurement toStrategic Management: Part IIRobert S. Kaplan and David P. NortonRobert S. Kaplan is a Professor at Harvard University and David is founder and president of the Balanced Scorecard Collabo-rative in Lincoln, a previous paper (Kaplan and Norton 2001b), we described the role for strategymaps and Balanced Scorecards to develop performance objectives and measures linkedto strategy. With this paper, we show how organizations use their scorecards to alignkey management processes and systems to the strategy. We also discuss the relation-ship of the Balanced Scorecard (BSC) to other financial and cost measurement initia-tives, such as shareholder value metrics and activity-based costing, and quality pro-grams.
Transforming the Balanced Scorecard from Performance M easurement to Strategic Management: Part II 149 their own bodies of knowledge, language, and culture.
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