While the Balanced Scorecard gained a modest foothold initially – and most modern organizations reflect its ideas to some ...

E Tapinos, RG Dyson, M Meadows, Does the Balanced Scorecard make a difference to the strategy development process?, The Journal of the Operational Research Society, Vol. 62, No. 5, Special Issue: OR's ...

Harvard professors Robert Kaplan and David Norton developed the balanced scorecard to help translate vision and strategy into action. This technique can make strategic planning a core part of any ...

Kaplan, Robert S., and David Norton. "Why Does Business Need a Balanced Scorecard? Part II." Journal of Strategic Performance Measurement 1, no. 3 (June/July 1997): 5–10.

The balanced scorecard is a set of financial and non-financial measures regarding a company's success factors, from four interrelated perspectives: financial, customer, internal business processes ...

A balanced scorecard helps in drafting organizational strategy by defining what is important to the company. Reporting production, program operations and service delivery metrics helps your ...

Take the balanced scorecard, for instance. In the tradition of marketing creativity, a graphical document—the balanced scorecard—translates marketing strategy to operational terms and sows the seeds ...

In a recent systematic review of the Sustainability Balanced Scorecard (SBSC) literature in this journal, we developed a typology of architectures as a basis for the process of SBSC design, ...

Flexible architecture, intuitive interface and sophisticated analysis capabilities lead to designation of Pilot BusinessMonitor(TM) as Balanced Scorecard Collaborative Certified(TM) Pilot Software ...