The balanced scorecard : Translating strategy into action [printed text] / Robert S. Kaplan, Author ; David P. Norton, Author . - Boston, MA : Harvard Business School Press, 1996 . - xi, 322 p. : ill. (b&w) ; 24 cm.
ISBN : 978-0-87584-651-4
Provides the management system for companies to invest in the long term - in customers, in employees, in product development, and in systems - rather than managing the bottom line to pump up short-term earnings. This title attempts to change the way you measure and manage your business.

Class number:	658.4012
Abstract:	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.
Contents note:	Preface; 1. Measurement and Management in the Information Age; 2. Why Does Business Need a Balanced Scorecard? Part One: Measuring Business Strategy 3. Financial Perspective; 4. Customer Perspective; 5. Internal-Business-Process Perspective; 6. Learning and Growth Perspective; 7. Linking Balanced Scorecard Measures to Your Strategy; 8. Structure and Strategy Part Two: Managing Business Strategy 9. Achieving Strategic Alignment: From Top to Bottom; 10. Targets, Resource Allocation, Initiatives, and Budgets; 11. Feedback and the Strategic Learning Process; 12. Implementing a Balanced Scorecard Management Program Appendix: Building a Balanced Scorecard; Index; About the Authors