Kaplan and norton book

Robert S. Kaplan Average rating 3. Kaplan ,. David P. Want to Read saving…. Want to Read Currently Reading Read. Error rating book. Refresh and try again. Robin Cooper. Steven R. Carlos Mallo. Kaplan Editor. Norton ,. Kaplan Editor ,. William J. Bruns Editor. Close Privacy Overview This website uses cookies to improve your experience while you navigate through the website.

Out of these, the cookies that are categorized as necessary are stored on your browser as they are essential for the working of basic functionalities of the website. We also use third-party cookies that help us analyze and understand how you use this website. These cookies will be stored in your browser only with your consent. You also have the option to opt-out of these cookies. Kaplan and Norton devised a framework based on four perspectives — financial, customer, internal and learning and growth.

The organisation should select critical measures for each of these perspectives. Our subjects Our Subjects. Explore Explore. Contact Contact. Th Best book ever on business execution. The book recommends a 16 week homework. This framework then unites a CEO to the shop floor making them as one synchronised unit. With this setup the domino of a focused action Kaizen or whatever on the floor supporting the respective lead measure of the department can be seen rolling visibly impacting the plants strategy.

This book along with 4DX from Franklin Civey can be a potent combination to run a business effectively. Mar 19, Omar Halabieh rated it it was amazing. As the title indicates, this book introduces the concept of the Balanced Scorecard: "The Balanced Scorecard BSC provides managers with the instrumentation they need to navigate to future competitive success. Today, organizations are competing in complex environments so that an accurate understanding of their goals and the methods for attaining those goals is vital.

The Balanced Scorecard translates an organization's mission and strategy into a comprehensive set of performance measures that pro As the title indicates, this book introduces the concept of the Balanced Scorecard: "The Balanced Scorecard BSC provides managers with the instrumentation they need to navigate to future competitive success.

The Balanced Scorecard translates an organization's mission and strategy into a comprehensive set of performance measures that provides the framework for a strategic measurement and management systems. The Balanced Scorecard retains an emphasis on achieving financial objectives, but also includes the performance drivers of these financial objectives.

The scorecard measures organizational performance across four balanced perspectives: financial, customers, internal business processes, and learning and growth. The BSC enables companies to track financial results while simultaneously monitoring progress in building the capabilities and acquiring the intangible assets they need for future growth. In the subsequent section, the authors focus on how the Scorecard is used to manage business strategy.

The framework presented revives the traditional thinking around strategy and how it is implemented in a very pragmatic manner - balancing both strategy and its associated execution.

What I particularly enjoyed are the numerous case studies and examples presented that help anchor the concepts. A classic must read in the area of Corporate Strategy!

Below are key excerpts from the book that I found particularly insightful: 1- "The Balanced Scorecard emphasizes that financial and nonfinancial measures must be part of the information system for employees at all levels of the organization. The measurement system should make the relationships hypotheses among objectives and measures in the various perspectives explicit that they can be managed and validated.

Every measure selected should be part of a link of cause-and-effect relationships that culminate in improving financial performance. One recent development has been to incorporate the innovation process as a vital component of the internal-business-process perspective.

They are, of course, correct in a narrow sense, but they fail to distinguish between diagnostic measures - those measures that monitor whether the business remains in control and can signal when unusual events are occurring that require immediate attention - and strategic measures - those that define a strategy designed for competitive excellence. The scorecard measures are chosen to drive the attention of managers and employees to those factors expected to lead to competitive breakthroughs for an organization.

It enables these departments to understand the strategies of the entire corporation and the individual SBUs so that the support departments can develop and deliver better services that help the operating units and corporation achieve their strategic objectives.

Strategic planning must be linked to operational budgeting if action is to be tied to vision. The distinction between a measurement and a management system is subtle but crucial. The measurement system should be only a means to achieve an even more important goal - a strategic management system that helps executives implement and gain feedback about their strategy.

Jan 02, Peter De Kinder rated it liked it Shelves: professional , non-fiction. The preface of the book tells us that it is the result of a one-year multicompany study spearheaded by the Nolan Norton Institute, which is the research arm of KPMG.

This book elaborates on the study in order to help us to a tool for successfully managing companies. Jul 18, Rick Wong rated it it was amazing. Very effective strategy -- for translating strategy into action.

This book delivers on the title very well. This is a necessity for teams at scale, but will be valuable in any type of organization. For product development teams -- this is one of the best frameworks to create empowered teams and this book provides both the foundational mindset and a VERY actionable guide. Jan 26, S rated it it was amazing. This book sets out the basis for measuring performance in companies medium to large along four axes: finance, internal processes, clients, and learning and growth.

Each of the quadrants has goals with associated performance indicators, ensuring success on several levels at once. If you read only one book on how to put together a system for running a company then this should be it. Jul 25, Pritha rated it liked it. The Balanced Scorecard translates a company's mission, vision, values, and strategy into a coherent set of performance measures.

The four perspectives of a scorecard--financial, customer, internal processes, and learning and growth. These offer a balance between short-term and long-term objectives, desired outcomes, and performance drivers. May 16, Charles-Henri Lison rated it it was amazing Shelves: business. Being in design leadership within a transforming organisation, I found the book extremely relevant and very well written.

The languages is accessible and easy to understand, I highly recommend the book for those wanting to help shaping the direction of their organisation. May 14, Diego rated it it was amazing.

A must read book for every manager. Still relevant themes despite being published 20 years ago. Oct 22, Luciano Elementi rated it really liked it.

This book is worth a look. Easy read and good ideas in it. A must read for any strategist to understand the backbone of both strategy and business. Mar 10, Holstein rated it it was ok Shelves: leadership.