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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? ObjectivesMeasuresTargetsInitiativesCUST OMER To achieve our vision, how should we appear to our customers? ObjectivesMeasuresTargetsInitiativesINTE RNAL BUSINESS PROCESS To satisfy our shareholders and customers, what business processes must we excel at?

The Balanced Scorecard Framework Is Readily Adapted to Non-Profit and Government Organizations The Mission, rather than the financial / shareholder objectives,

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Balanced Scorecard for Performance Measurement Figure 1 shows the original structure for the Balanced Scorecard (BSC). The BSC retains financial metrics as the ultimate outcome measures for company success, but supplements these with metrics from three additional perspectives – customer, internal process, and learning and

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Balanced Scorecard financial measurement of organizational performance: A review Dr A A Malgwi & H. Dahiru Department of Accountancy,University of Maiduguri- Nigeria Abstract: This paper reviewed some existing literature on balanced scorecard (BSC) as a performance tool for evaluating business organizations holistically.

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Balanced Scorecard Topic Gateway Series . 1 . ... members and students with the interpretation of guidance on financial reporting, financial management and performance management, as defined in the ... Transforming the Balanced Scorecard from performance measurement to strategic management: Part II. Accounting Horizons, June 2001, Volume 15 ...

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avoid a discussion of the Balanced Scorecard, many will not have a full understanding of the Balanced Scorecard process, how it works, what resources are required and whether it really is a new approach to performance measurement.The following paragraphs attempt to clarify some of these issues. Perhaps the most obvious role of the Balanced ...

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The balanced scorecard takes into account not only the traditional ‘hard' financial measures but three additional categories of ‘soft' quantifiable operational measures › financial perspective - timely and accurate financial data continues to be essential › customer perspective - how an organisation is perceived by its customers

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balancedscorecard.org

About the Balanced Scorecard Institute (BSI) BSI provides consulting, training, and professional certification services to organizations worldwide related to strategic planning, balanced scorecard, KPI/performance measurement, and strategic project management. ©2011 Balanced Scorecard Institute, a Strategy Management Group company.

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Cribb, G. & Hogan, C. (2003) ‘Balanced Scorecard: Linking strategic planning to measurement and communication’, 24 th Annual IATUL Conference, 2-5 June 2003, Ankara, Turkey.

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Balanced Scorecard Step-by-Step. to provide a systematic implementation guide to readers incorporating or considering incorporat-ing the Balanced Scorecard methodology in their organization. My experi-ences as a Balanced Scorecard practitioner with a large Canadian company taught me that tremendous results are possible with the tool, but to attain

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