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The BALANCED SCORECARD

1 1999 The BALANCED SCORECARD Collaborative and Robert S. Kaplan. All rights S. KaplanHarvard Business SchoolTheBALANCEDSCORECARD2 1999 The BALANCED SCORECARD Collaborative and Robert S. Kaplan. All rights Is a BALANCED SCORECARD ?A Measurement A Measurement System?System?A Management A Management System?System?A Management A Management Philosophy?Philosophy?3 1999 The BALANCED SCORECARD Collaborative and Robert S. Kaplan. All rights Vision and strategy : Four PerspectivesVision andStrategyObjectivesMeasuresTargetsInit iativesFINANCIAL To succeed financially, how should we appear to our shareholders? ObjectivesMeasuresTargetsInitiativesLEAR NING AND GROWTH To achieve our vision, how will we sustain our ability to change and improve?

Scorecards That Describe the Strategy 3. Linking Scorecard to Create an Organization Alignment 4. ... The Ingredients of Highly Successful Balanced Scorecard Programs STRATEGY Formulate CommunicateCommunicate Navigate ... performance drivers or desired outcomes

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Oct 24, 2005 · • The balanced scorecard has to be tailored to each specific company • The resulting scorecard of indicators should be driven by the firm’s strategy if it is not to consist merely of a listing of indicators: indicators, individual firms have to be selective by linking “…although there may be a potentially long list of non-financial

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