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The Balanced Scorecard: Translating Strategy into Action (Englisch) Gebundene Ausgabe – 1. September 1996

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  • The Balanced Scorecard: Translating Strategy into Action
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  • Strategy Maps: Converting Intangible Assets into Tangible Outcomes
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  • The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment
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Synopsis

Here is the book - by the recognized architects of the Balanced Scorecard - that shows how managers can use this revolutionary tool to mobilize their people to fulfill the company's mission. More than just a measurement system, the "Balanced Scorecard" is a management system that can channel the energies, abilities, and specific knowledge held by people throughout the organization toward achieving long-term strategic goals. Kaplan and Norton demonstrate how senior executives in industries, such as banking, oil, insurance, and retailing are using the "Balanced Scorecard" both to guide current performance and to target future performance. They show how to use measures in four categories-financial performance, customer knowledge, internal business processes, and learning and growth-to align individual, organizational, and cross-departmental initiatives and to identify entirely new processes for meeting customer and shareholder objectives. The authors also reveal how to use the Balanced Scorecard as a robust learning system for testing, gaining feedback on, and updating the organization's strategy.

Finally, they walk through the steps that managers in any company can use to build their own Balanced Scorecard. "The Balanced Scorecard" provides the management system for companies to invest in the long term - in customers, in employees, in new product development, and in systems - rather than managing the bottom line to pump up short-term earnings. It will change the way you measure and manage your business.

Autorenkommentar

How to use measurement systems to implement strategy.
We originally developed the Balanced Scorecard to improve performance measurement systems. The Balanced Scorecard retains financial measures, such as return-on-capital-employed and economic value added, and supplements these with new measures on value creation for customers, enhancement of internal processes, including innovation, to deliver desired value propositions to targeted customers, and the creation of capabilities in employees and systems. As companies developed and used their Balanced Scorecard, they soon made it the centerpiece of their management systems. Innovating companies today are using their Balanced Scorecards to (1) gain consensus and clarity about their strategic objectives, (2) communicate strategic objectives to business units, departments, teams, and individuals, (3) align strategic planning, resource allocation and budgeting processes, and, (4) obtain feedback and learn about the effectiveness of their strategic plan and its implementation. The book describes, in detail, the construction and use of the Balanced Scorecard as a strategic management system. Detailed case studies of how Chemical Bank, Mobil, and United Way of Southeastern New England are using their Balanced Scorecards can be obtained from Harvard Business School Publishing (1-800-988-0886)

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Format: Gebundene Ausgabe
This is one of those books, you can read and get "aha's" from start to finish. It's not the touchy-feely stuff non-quality believers think when they hear quality and measurements. The authors provide a step by step roadmap that is very well described and visually enhanced with some of the most outstanding charts I've seen. Between the well organized thought and flow of the book--the connections between strategy, tactics, CEO level, worker level, financial, customer, internal business processes, and organizational learning aspects are crystal clear. If you want to change your organization--or just improve what's important in your organization--this one is a must. And, it is not just a balanced measurement program--it leads to a balance management program--with everyone connected.
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Format: Gebundene Ausgabe
The Balanced Scorecard looks at the important issues of alignment, coordination, and effective implementation. Most business thinkers like to start with the big picture, and end there. As a result, most ideas for going in a new direction are quickly diluted by misunderstanding, falling back on old habits, and lethargy. Since Peter Drucker first popularized the idea of business strategy, there have been vastly more strategies conceived than there have been strategies successfully implemented as a result. Much attention has been paid to devising better strategies in the last four decades, and little to implementing strategies. The big pay-off is in the implementation, and The Balanced Scorecard is one of handful of books that provide important and valuable guidance to explain what needs to be done to successfully execute strategy. You must have more measures, and different measures than the accounting system provides. You also need to link measures and compensation to the key tasks that each person must perform. This book is simply the Rosetta Stone of communicating and managing strategy. The Balanced Scorecard is the beginning of the practical period of maturity in the field of business strategy. Read this book today to enjoy much more prosperity! I also recommend that you read The Fifth Discipline, The Fifth Discipline Handbook, and The Dance of Change to understand more about the context in which you are trying to make positive change. These four books are excellent companions for each other.
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Format: Gebundene Ausgabe Verifizierter Kauf
Ich habe mir das Buch von Norton und Kaplan zu einem unschlagbaren Preis gekauft. Anfangs war ich nicht 100% zufrieden mit der Ware, nach Rücksprache mit dem unglaublich freundlichen Kundendienst wurde mir da sofort Abhilfe geschaffen! Würde hier jederzeit wieder kaufen!
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Format: Gebundene Ausgabe
Since Peter Drucker first popularized the idea of business strategy, there have been vastly more strategies conceived than there have been strategies successfully implemented. Much attention has been paid to devising better strategies, and little to implementing strategies. The big pay-off is in the implementation, and THE BALANCED SCORECORE hits a home run in showing how to explain what needs to be done to successfully execute strategy. You must have more measures, and different measures than the accounting system provides. You also need to link measures to the key tasks that each person must perform. This book is simply the Rosetta Stone of communicating and managing strategy. THE BALANCED SCORECARD is the beginning of the practical period of maturity in the field of business strategy. Read this book today to enjoy much more prosperity!
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Format: Gebundene Ausgabe
If I had a business student who wrote a paper as turgidly as this book is written, I'd flunk her. These folks come from Harvard? It reads like it was written in a business center in Burma, and then translated badly. I hope they talk better than they write!
Not only is it horribly written, but the ideas are truly regressive. It's the old top-down, command-style management, ways to ensure that employees are doing what management is telling them they need to. I can imagine this book being useful in East Germany in the early 60s; I can't imagine a forward-thinking corporation (or governemnt) in the year 2000 using this, except out of ignorance or desperation.
Go across the street to MIT's Peter Senge (or half a dozen basic business books for that matter) for much more useful approaches.
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Format: Gebundene Ausgabe
I have read tomes of quantum theory that were easier to read. I find myself going back over and over single sentences, which are half page long. The idea of putting actual strategy, steps & measurements behind a corporate vision is nothing new. I fear this book was more to guide executives toward consulting services, then to contribute to corporate welfare.
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Von Ein Kunde am 1. September 1999
Format: Gebundene Ausgabe
This book does not deliver on the expectations built by the initial Balanced Scorecard articles. It does very little to clarify and structure the concept and approach to building a Balanced Scorecard. There are a few interesting ideas but they get lost in a repetitive and hard to read text.
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Format: Gebundene Ausgabe
Many organizations are in the process of implementing the 'Balanced Scorecard', yet some are struggling. Either they fail to implement the measures, or the measures fail to have the expected impact.
Organizations execute four 'mission critical' activities, for a scorecard to succeed. Each is more difficult than might appear and must be performed by a different part of the organization.
1. Articulating the strategy: Top management must articulate and disseminate the strategy. More than measuring success, a performance system communicates a strategy. Without a strategy, the performance measures become an 'anything goes' exercise. 'Anything goes in theory' means that 'everything stays in practice'.
2. Designing the measures: A core task team must design the measures to avoid uneconomic behavior. Poorly thought out measures create counter productive activity.
3. Operationalizing the measures: Once measures are defined, programmers operationalize and automate them.
Even revenue can be complicated in practice: When is it recorded, and what does it include. The task team may well find themselves getting what they asked for, and not what they wanted.
4. Getting the buy-in: Change management skills are needed to align the changes and create buy in. Dilbert cynically states that there are two steps to a great performance measurement system. 1) Gather information and 2) ignore it. For performance measurement to work, the system must be accepted, understood, and aligned to the reward.
The book, 'The Balanced Scorecard' by Kaplan and Norton has become compulsory reading for middle management. It is very good, with the one weakness that it makes performance measurement look deceptively simple.
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