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The Balanced Scorecard Vital Source e-bog
Robert S. Kaplan og David P. Norton
(1996)
Harvard Business Review Press
514,00 kr.
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The Balanced Scorecard
Translating Strategy into Action
Robert S. Kaplan og David P. Norton
(1996)
Harvard Business Review Press
438,00 kr.
Denne bog er lige nu i restordre hos udgiveren. Vi har p.t. ingen oplysninger om hvornår eller om den igen vil kunne leveres
Detaljer om varen
- Vital Source searchable e-book (Reflowable pages)
- Udgiver: Harvard Business Review Press (August 1996)
- Forfattere: Robert S. Kaplan og David P. Norton
- ISBN: 9781422148167
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.
Licens varighed:
Bookshelf online: 5 år fra købsdato.
Bookshelf appen: ubegrænset dage fra købsdato.
Udgiveren oplyser at følgende begrænsninger er gældende for dette produkt:
Print: 2 sider kan printes ad gangen
Copy: højest 2 sider i alt kan kopieres (copy/paste)
Bookshelf online: 5 år fra købsdato.
Bookshelf appen: ubegrænset dage fra købsdato.
Udgiveren oplyser at følgende begrænsninger er gældende for dette produkt:
Print: 2 sider kan printes ad gangen
Copy: højest 2 sider i alt kan kopieres (copy/paste)
Detaljer om varen
- 1. Udgave
- Hardback: 336 sider
- Udgiver: Harvard Business Review Press (September 1996)
- Forfattere: Robert S. Kaplan og David P. Norton
- ISBN: 9780875846514
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.
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
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
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