Using the Balanced Scorecard as a Strategic Management System (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: 14
Publisher: Harvard Business Review
Book Reviews of Using the Balanced Scorecard as a Strategic Management System (HBR OnPoint Enhanced Edition)
Book Review: very bad service in support for download of documents
Summary: 1 Stars
I dont recommend this PDF Documen its very expensive, ITs better the phisical book, I want this document in the meantime my phisical book is arriving, I got the book two days after, and I couldnt read the ebook the service I received throug AMAZON was very bad, they tell they can send the documento to your email but that is not true, they dont give me my money back.
Summary of Using the Balanced Scorecard as a Strategic Management System (HBR OnPoint Enhanced Edition)
As companies transform themselves to compete in the world of information, their ability to exploit intangible assets is becoming more decisive than their ability to manage physical assets. Several years ago, Robert S. Kaplan and David P. Norton introduced the balanced scorecard, which enabled companies to track financial results while monitoring progress in building the capabilities they would need for growth. Recently, some companies have gone further and discovered the scorecard's value as the cornerstone of a new strategic management system. Traditional management systems rely on financial measures, which bear little relation to progress in achieving long-term strategic objectives. The scorecard introduces four new processes that help companies connect long-term objectives with short-term actions.This is an enhanced edition of HBR article 96107, originally published in January/February 1996. 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. As companies transform themselves to compete in the world of information, their ability to exploit intangible assets is becoming more decisive than their ability to manage physical assets. Several years ago, Robert S. Kaplan and David P. Norton introduced the balanced scorecard, which enabled companies to track financial results while monitoring progress in building the capabilities they would need for growth. Recently, some companies have gone further and discovered the scorecard's value as the cornerstone of a new strategic management system. Traditional management systems rely on financial measures, which bear little relation to progress in achieving long-term strategic objectives. The scorecard introduces four new processes that help companies connect long-term objectives with short-term actions.
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