Balanced Scorecard: Translating Strategy Into Action
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Balanced Scorecard: Translating Strategy Into Action

The Balanced Scorecard translates a company's vision and strategy into a coherent set of performance measures. The four perspectives of the scorecard--financial measures, customer knowledge, internal business processes, and learning and growth--offer a balance between short-term and long-term objectives, between outcomes desired and performance drivers of those outcomes, and between hard objective measures and softer, more subjective measures. In the first part, Kaplan and Norton provide the theoretical foundations for the Balanced Scorecard; in the second part, they describe the steps organizations must take to build their own Scorecards; and, finally, they discuss how the Balanced Scorecard can be used as a driver of change. 

About the Authors



David P. Norton is the world’s leading authority on strategic performance management. He is a co-founder and director of several professional services firms, including Palladium Group, Balanced Scorecard Collaborative, and Renaissance Worldwide. 


Robert S. Kaplan is a co-founder of both Palladium and its predecessor firm, Balanced Scorecard Collaborative, advises Palladium practitioners on emerging best practices and speaks at Palladium events around the world. Kaplan joined the Harvard Business School faculty in 1984 after spending 16 years on the faculty of the business school at Carnegie Mellon University, serving as its Dean from 1977 to 1983. Kaplan is co-developer of both activity-based costing/activity-based management, and the Balanced Scorecard. He has authored or co-authored 14 books, 20 Harvard Business Review articles, and more than 150 other papers. 


Book Details


Authors: Robert S. Kaplan, David P. Norton

Pages: 336

Language: English

Binding: Hardcover

ISBN: 9780875846514