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Sale

The Balanced Scorecard : Translating Strategy into Action

by David P. Norton, Robert S. Kaplan
Save up to 43%
The Balanced Scorecard : Translating Strategy into Action - Thryft
The Balanced Scorecard : Translating Strategy into Action - Thryft
Note: While we do our best to ensure the accuracy of cover images, ISBNs may at times be reused for different editions of the same title which may hence appear as a different cover.
Sale

The Balanced Scorecard : Translating Strategy into Action

by David P. Norton, Robert S. Kaplan
Save up to 43%
Condition guide

Book Condition Guide

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This book may contain very minor cosmetic defects, but it is in pristine condition. There should be no yellowing, no foxing, no water damage, and no annotations of any kind on the cover and the pages. For paperbacks, there should not be any crease marks on the spine. This book is good as new — lucky you!

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This book has been used, but it is still in a clean condition. There should be no foxing or annotations of any kind on the inner pages, but a sparse amount may be present on the cover, title pages, or outside edges of the book. There should be no water damage of any kind. For paperbacks, there may be light crease marks on the spine.

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Books in Well Read Condition

This is a well-read book, which means that the previous owner probably really enjoyed it! The cover and pages may include moderate foxing and annotations, but the text is not obscured and still readable. Moderate cosmetic defects and minor water damage may be present on the edges of the book. For paperbacks, there may be multiple crease marks on the spine.

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ISBN: 9780875846514
Authors: David P. Norton, Robert S. Kaplan
Publisher: Harvard Business Review Press
Date of Publication: 1996-09-01
Format: Hardcover
Related Collections: Personal Development, Economics, Business
Related Topics: Personal Development, Business, Leadership, Finance, Management, Leadership, Personal Development, Finance, Self Help
Goodreads rating: 3.9
(rated by 5586 readers)

Description

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.
 
Note: While we do our best to ensure the accuracy of cover images, ISBNs may at times be reused for different editions of the same title which may hence appear as a different cover.