Putting the Balanced Scorecard to Work (HBR OnPoint Enhanced Edition)
by Robert S. Kaplan, David P. Norton
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Book Summary Information
Author: David P. Norton, Robert S. KaplanEdition: Digital
Format: Download: PDF
Published: 2000-02-01
ISBN: N/A
Number of pages: 17
Publisher: Harvard Business Review
Book Reviews of Putting the Balanced Scorecard to Work (HBR OnPoint Enhanced Edition)
Book Review: The introduction of the balanced scorecard in companies
Summary: 3 Stars
This 1993 Harvard Business Review article, by Harvard Business School professor Robert Kaplan and David Norton, president of Nolan, Norton & Co., builds on their 1992 article 'The Balanced Scorecard: Measures that Drive Performance'. In that article, the authors made it possible for managers to express and measure operational performance.Acccording to the authors, the balanced scorecard is not a template that can be applied to businesses in general or even industrywide. Therefore, the authors introduce the use of the balanced scorecard within three companies in three different industries - Rockwater (subsea engineering and contruction company), Apple Computers (computers), and Advanced Micro Devices (semiconductors). The authors provide a step-by-step guide to building a balanced scorecard and explain very shortly the link between the balanced scorecard and external reporting. The article concludes with an interview with Larry Brady, executive vice president of FMC Corporation (diversified company in the US), who explains how their organization has implemented the balanced scorecard.
I was disappointed by this article. The weakness in this article is that it is useless without reading the authors' first article on the balanced scorecard. In my opinion this article just provides the reader with examples of the introduction, implementation and use of the balanced scorecard within companies. Okay, the authors provide a useful step-by-step guide for building a balanced scorecard, but that does not make up for the lack of new information/knowledge on the subject. My advice: Get their first article 'The Balanced Scorecard: Measures that Drive Performance, and then read their 1996-article 'Using the Balanced Scorecard as a Strategic Management System' or their 1996-book 'The Balanced Scorecard: Turning Strategy into Action'. The article is written in simple US-English.
Summary of Putting the Balanced Scorecard to Work (HBR OnPoint Enhanced Edition)
In an earlier, groundbreaking article, Balanced Scorecard: Measures That Drive Performance, Reprint #92105, the authors proposed a new measurement system that provided managers with a comprehensive framework to translate a company's strategic objectives into a coherent set of performance measures. Now the authors show how several companies are putting the balanced scorecard to work. Effective measurement, the authors point out, must be an integral part of the management process. Much more than a measurement exercise, the balanced scorecard is a management system that can motivate breakthrough improvements in such critical areas as product, process, customer, and market development. Several examples--Rockwater, Apple Computer, and Advanced Micro Devices--illustrate how the scorecard combines measurement and management in different companies. From the experiences of these companies and others, the authors have found that the balanced scorecard is most successful when it is used to drive the process of change.This is an enhanced edition of HBR article 93505, originally published in September/October 1993. HBR OnPoint articles save you time by enhancing an original Harvard Business Review article with an overview that draws out the main points and an annotated bibliography that points you to related resources. This enables you to scan, absorb, and share the management insights with others. In an earlier, groundbreaking article, Balanced Scorecard: Measures That Drive Performance, Reprint #92105, the authors proposed a new measurement system that provided managers with a comprehensive framework to translate a company's strategic objectives into a coherent set of performance measures. Now the authors show how several companies are putting the balanced scorecard to work. Effective measurement, the authors point out, must be an integral part of the management process. Much more than a measurement exercise, the balanced scorecard is a management system that can motivate breakthrough improvements in such critical areas as product, process, customer, and market development. Several examples--Rockwater, Apple Computer, and Advanced Micro Devices--illustrate how the scorecard combines measurement and management in different companies. From the experiences of these companies and others, the authors have found that the balanced scorecard is most successful when it is used to drive the process of change.
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