The Balanced Scorecard Powerpoint Final
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The balanced scorecard is a performance measurement framework that was created to address the shortcomings of solely using financial metrics to measure performance. It complements traditional financial measures with non-financial measures covering four perspectives: customer, internal business processes, learning and growth, and financial. The balanced scorecard is used by translating the organization's vision into objectives and measures across the four perspectives, communicating and linking strategic goals throughout the organization, incorporating strategic planning into the budgeting process, and providing feedback to continuously improve strategic performance and change. Many organizations across industries have adopted the balanced scorecard framework.
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S COMPANIES AROUND THE WORLD transform themselves for c.docx
S COMPANIES AROUND THE WORLD transform themselves
for competition that is based on information, their abil-
ity to exploit intangible assets has become far more
decisive than their ability to invest in and manage
physical assets. Several years ago, in recognition of this change,
we introduced a concept we called the balanced scorecard. The
balanced scorecard supplemented traditional fi nancial measures
with criteria that measured performance from three additional
perspectives – those of customers, internal business processes,
and learning and growth. (See the exhibit “Translating Vision
and Strategy: Four Perspectives.”) It therefore enabled compa-
nies to track fi nancial results while simultaneously monitoring
progress in building the capabilities and acquiring the intangible
assets they would need for future growth. The scorecard wasn’t
Editor’s Note: In 1992, Robert S. Kaplan and
David P. Norton’s concept of the balanced
scorecard revolutionized conventional
thinking about performance metrics. By
going beyond traditional measures of
fi nancial performance, the concept has
given a generation of managers a better
understanding of how their companies are
really doing.
These nonfi nancial metrics are so valu-
able mainly because they predict future
fi nancial performance rather than simply
report what’s already happened. This
article, fi rst published in 1996, describes
how the balanced scorecard can help
senior managers systematically link current
actions with tomorrow’s goals, focusing
on that place where, in the words of the
authors, “the rubber meets the sky.”
Using the Balanced Scorecard
as a Strategic Management System
by Robert S. Kaplan and David P. Norton
A
MANAGING FOR THE LONG TERM | BEST OF HBR | January–February 1996
150 Harvard Business Review | July–August 2007 | hbr.org
R
o
b
e
rt
M
e
g
an
ck
1284 Kaplan.indd 1501284 Kaplan.indd 150 6/7/07 10:51:38 AM6/7/07 10:51:38 AM
MANAGING FOR THE LONG TERM | BEST OF HBR | Using the Balanced Scorecard as a Strategic Management System
152 Harvard Business Review | July–August 2007 | hbr.org
a replacement for fi nancial measures;
it was their complement.
Recently, we have seen some compa-
nies move beyond our early vision for
the scorecard to discover its value as the
cornerstone of a new strategic manage-
ment system. Used this way, the score-
card addresses a serious defi ciency in
traditional management systems: their
inability to link a company’s long-term
strategy with its short-term actions.
Most companies’ operational and
management control systems are built
around fi nancial measures and targets,
which bear little relation to the com-
pany’s progress in achieving long-term
strategic objectives. Thus the emphasis
most companies place on short-term fi -
nancial measures leaves a gap between
the development of a strategy and its
implementation.
Managers us ...
S COMPANIES AROUND THE WORLD transform themselves for c.docx
S COMPANIES AROUND THE WORLD transform themselves
for competition that is based on information, their abil-
ity to exploit intangible assets has become far more
decisive than their ability to invest in and manage
physical assets. Several years ago, in recognition of this change,
we introduced a concept we called the balanced scorecard. The
balanced scorecard supplemented traditional fi nancial measures
with criteria that measured performance from three additional
perspectives – those of customers, internal business processes,
and learning and growth. (See the exhibit “Translating Vision
and Strategy: Four Perspectives.”) It therefore enabled compa-
nies to track fi nancial results while simultaneously monitoring
progress in building the capabilities and acquiring the intangible
assets they would need for future growth. The scorecard wasn’t
Editor’s Note: In 1992, Robert S. Kaplan and
David P. Norton’s concept of the balanced
scorecard revolutionized conventional
thinking about performance metrics. By
going beyond traditional measures of
fi nancial performance, the concept has
given a generation of managers a better
understanding of how their companies are
really doing.
These nonfi nancial metrics are so valu-
able mainly because they predict future
fi nancial performance rather than simply
report what’s already happened. This
article, fi rst published in 1996, describes
how the balanced scorecard can help
senior managers systematically link current
actions with tomorrow’s goals, focusing
on that place where, in the words of the
authors, “the rubber meets the sky.”
Using the Balanced Scorecard
as a Strategic Management System
by Robert S. Kaplan and David P. Norton
A
MANAGING FOR THE LONG TERM | BEST OF HBR | January–February 1996
150 Harvard Business Review | July–August 2007 | hbr.org
R
o
b
e
rt
M
e
g
an
ck
1284 Kaplan.indd 1501284 Kaplan.indd 150 6/7/07 10:51:38 AM6/7/07 10:51:38 AM
MANAGING FOR THE LONG TERM | BEST OF HBR | Using the Balanced Scorecard as a Strategic Management System
152 Harvard Business Review | July–August 2007 | hbr.org
a replacement for fi nancial measures;
it was their complement.
Recently, we have seen some compa-
nies move beyond our early vision for
the scorecard to discover its value as the
cornerstone of a new strategic manage-
ment system. Used this way, the score-
card addresses a serious defi ciency in
traditional management systems: their
inability to link a company’s long-term
strategy with its short-term actions.
Most companies’ operational and
management control systems are built
around fi nancial measures and targets,
which bear little relation to the com-
pany’s progress in achieving long-term
strategic objectives. Thus the emphasis
most companies place on short-term fi -
nancial measures leaves a gap between
the development of a strategy and its
implementation.
Managers us.
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Similar to The Balanced Scorecard Powerpoint Final
S COMPANIES AROUND THE WORLD transform themselves for c.docx
S COMPANIES AROUND THE WORLD transform themselves
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ity to exploit intangible assets has become far more
decisive than their ability to invest in and manage
physical assets. Several years ago, in recognition of this change,
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balanced scorecard supplemented traditional fi nancial measures
with criteria that measured performance from three additional
perspectives – those of customers, internal business processes,
and learning and growth. (See the exhibit “Translating Vision
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nies to track fi nancial results while simultaneously monitoring
progress in building the capabilities and acquiring the intangible
assets they would need for future growth. The scorecard wasn’t
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fi nancial performance rather than simply
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senior managers systematically link current
actions with tomorrow’s goals, focusing
on that place where, in the words of the
authors, “the rubber meets the sky.”
Using the Balanced Scorecard
as a Strategic Management System
by Robert S. Kaplan and David P. Norton
A
MANAGING FOR THE LONG TERM | BEST OF HBR | January–February 1996
150 Harvard Business Review | July–August 2007 | hbr.org
R
o
b
e
rt
M
e
g
an
ck
1284 Kaplan.indd 1501284 Kaplan.indd 150 6/7/07 10:51:38 AM6/7/07 10:51:38 AM
MANAGING FOR THE LONG TERM | BEST OF HBR | Using the Balanced Scorecard as a Strategic Management System
152 Harvard Business Review | July–August 2007 | hbr.org
a replacement for fi nancial measures;
it was their complement.
Recently, we have seen some compa-
nies move beyond our early vision for
the scorecard to discover its value as the
cornerstone of a new strategic manage-
ment system. Used this way, the score-
card addresses a serious defi ciency in
traditional management systems: their
inability to link a company’s long-term
strategy with its short-term actions.
Most companies’ operational and
management control systems are built
around fi nancial measures and targets,
which bear little relation to the com-
pany’s progress in achieving long-term
strategic objectives. Thus the emphasis
most companies place on short-term fi -
nancial measures leaves a gap between
the development of a strategy and its
implementation.
Managers us ...
S COMPANIES AROUND THE WORLD transform themselves for c.docx
S COMPANIES AROUND THE WORLD transform themselves
for competition that is based on information, their abil-
ity to exploit intangible assets has become far more
decisive than their ability to invest in and manage
physical assets. Several years ago, in recognition of this change,
we introduced a concept we called the balanced scorecard. The
balanced scorecard supplemented traditional fi nancial measures
with criteria that measured performance from three additional
perspectives – those of customers, internal business processes,
and learning and growth. (See the exhibit “Translating Vision
and Strategy: Four Perspectives.”) It therefore enabled compa-
nies to track fi nancial results while simultaneously monitoring
progress in building the capabilities and acquiring the intangible
assets they would need for future growth. The scorecard wasn’t
Editor’s Note: In 1992, Robert S. Kaplan and
David P. Norton’s concept of the balanced
scorecard revolutionized conventional
thinking about performance metrics. By
going beyond traditional measures of
fi nancial performance, the concept has
given a generation of managers a better
understanding of how their companies are
really doing.
These nonfi nancial metrics are so valu-
able mainly because they predict future
fi nancial performance rather than simply
report what’s already happened. This
article, fi rst published in 1996, describes
how the balanced scorecard can help
senior managers systematically link current
actions with tomorrow’s goals, focusing
on that place where, in the words of the
authors, “the rubber meets the sky.”
Using the Balanced Scorecard
as a Strategic Management System
by Robert S. Kaplan and David P. Norton
A
MANAGING FOR THE LONG TERM | BEST OF HBR | January–February 1996
150 Harvard Business Review | July–August 2007 | hbr.org
R
o
b
e
rt
M
e
g
an
ck
1284 Kaplan.indd 1501284 Kaplan.indd 150 6/7/07 10:51:38 AM6/7/07 10:51:38 AM
MANAGING FOR THE LONG TERM | BEST OF HBR | Using the Balanced Scorecard as a Strategic Management System
152 Harvard Business Review | July–August 2007 | hbr.org
a replacement for fi nancial measures;
it was their complement.
Recently, we have seen some compa-
nies move beyond our early vision for
the scorecard to discover its value as the
cornerstone of a new strategic manage-
ment system. Used this way, the score-
card addresses a serious defi ciency in
traditional management systems: their
inability to link a company’s long-term
strategy with its short-term actions.
Most companies’ operational and
management control systems are built
around fi nancial measures and targets,
which bear little relation to the com-
pany’s progress in achieving long-term
strategic objectives. Thus the emphasis
most companies place on short-term fi -
nancial measures leaves a gap between
the development of a strategy and its
implementation.
Managers us.
S COMPANIES AROUND THE WORLD transform themselves for c.docx
S COMPANIES AROUND THE WORLD transform themselves
for competition that is based on information, their abil-
ity to exploit intangible assets has become far more
decisive than their ability to invest in and manage
physical assets. Several years ago, in recognition of this change,
we introduced a concept we called the balanced scorecard. The
balanced scorecard supplemented traditional fi nancial measures
with criteria that measured performance from three additional
perspectives – those of customers, internal business processes,
and learning and growth. (See the exhibit “Translating Vision
and Strategy: Four Perspectives.”) It therefore enabled compa-
nies to track fi nancial results while simultaneously monitoring
progress in building the capabilities and acquiring the intangible
assets they would need for future growth. The scorecard wasn’t
Editor’s Note: In 1992, Robert S. Kaplan and
David P. Norton’s concept of the balanced
scorecard revolutionized conventional
thinking about performance metrics. By
going beyond traditional measures of
fi nancial performance, the concept has
given a generation of managers a better
understanding of how their companies are
really doing.
These nonfi nancial metrics are so valu-
able mainly because they predict future
fi nancial performance rather than simply
report what’s already happened. This
article, fi rst published in 1996, describes
how the balanced scorecard can help
senior managers systematically link current
actions with tomorrow’s goals, focusing
on that place where, in the words of the
authors, “the rubber meets the sky.”
Using the Balanced Scorecard
as a Strategic Management System
by Robert S. Kaplan and David P. Norton
A
MANAGING FOR THE LONG TERM | BEST OF HBR | January–February 1996
150 Harvard Business Review | July–August 2007 | hbr.org
R
o
b
e
rt
M
e
g
an
ck
1284 Kaplan.indd 1501284 Kaplan.indd 150 6/7/07 10:51:38 AM6/7/07 10:51:38 AM
MANAGING FOR THE LONG TERM | BEST OF HBR | Using the Balanced Scorecard as a Strategic Management System
152 Harvard Business Review | July–August 2007 | hbr.org
a replacement for fi nancial measures;
it was their complement.
Recently, we have seen some compa-
nies move beyond our early vision for
the scorecard to discover its value as the
cornerstone of a new strategic manage-
ment system. Used this way, the score-
card addresses a serious defi ciency in
traditional management systems: their
inability to link a company’s long-term
strategy with its short-term actions.
Most companies’ operational and
management control systems are built
around fi nancial measures and targets,
which bear little relation to the com-
pany’s progress in achieving long-term
strategic objectives. Thus the emphasis
most companies place on short-term fi -
nancial measures leaves a gap between
the development of a strategy and its
implementation.
Managers us ...
balanced score card
The balanced scorecard is a strategic performance management tool that allows managers to track execution of activities and monitor consequences. It was created by Kaplan and Norton to provide a balanced view of organizational performance across four perspectives: financial, customer, internal business processes, and learning and growth. The balanced scorecard translates an organization's vision and strategy into objectives and measures across these four perspectives, allowing managers to monitor performance and make informed strategic decisions. It has benefits like improved strategy communication and execution, better performance reporting, and better organizational alignment. Many major companies worldwide use the balanced scorecard approach to manage performance.
Balanced Scorecard Strategic Management
This document examines the Balanced Scorecard Model within Strategic Management. It discusses the four perspectives of the Balanced Scorecard - financial, customer, internal processes, and learning and growth. It then discusses how organizations like the Kenya Red Cross implement the Balanced Scorecard and looks at some limitations and modern adaptations of the model.
Strategic Planning & Managment
The balanced scorecard is a performance measurement framework that was developed to help organizations implement their strategies by translating strategic objectives into tangible goals and measures across four perspectives: financial, customer, internal processes, and learning and growth. It provides managers with a comprehensive view of business performance that more closely aligns operational activities to the vision and strategy of the organization. The balanced scorecard approach links long-term strategic objectives to short-term actions, allowing organizations to track progress and make necessary adjustments to ensure the achievement of goals.
Branding PlanWho are weWhat is our focus How wil.docx
Branding Plan
Who are we?
What is our focus?
How will we accomplish this?
i
When do we plan to meet our goals?
Bayou STEM Educational Group is a firm dedicated to providing quality
STEM experiences and resources for various educational entities.
Our motto is to "bridge academic gaps through STEM.
We aim to:
create a clear mission and vision.
increase digital presence.
promote company's Educational and STEM Specialists.
increase interactions with STEM organizations.
Within
one day
Within
one week
Within
one year
Create a clear
mission and vision
Increase digital
presence
Promote company's Educational
and STEM Specialists
Increase interactions with
STEM organizations.
Research mission and
vision statements of
similar companies.
Create accounts on the
top 5 social media outlets.
Create a social media
schedule.
Plan focus for posts and
create post content.
Create a website
Publish blogs catered to
specialists.
Record podcasts led by
specialists.
Promote specialists on
digital platforms.
.
Share posts from other
organizations.
Publish articles in STEM
journals/magazines.
Meet with organizations in
various settings.
What are our goals?
Within one
month
Dr. Tyler Zerwekh
Capella University
BY:
Amar Galco.
Scorecard Presentation
Content’s
Introduction to Kine Medical center.
Mission and Vision.
Balanced Scorecard.
The Four Elements of the Balanced Scorecard
Financial Perspective
Internal Perspective
Learning and Growth
Customer Perspective
Recommendations
References
Introduction
Kine’s Medical Center has struggled over the years to improve on the quality of care that it provides. In the current project, we aim to develop a balanced scorecard, that will enable the company pursue its ambition. Moreover, the system has a direct association with vision, mission and strategy of the company which is beneficial for the organization.
Mission and vision.
The kind of service that patient's receive does not only determine the level of patient outcome, but also the quality of care delivered by providers. We always try our best.
Each patient is treated with kindness and compassion through fairness, honesty and integrity.
All workers are treated with respect, dignity, and equality.
An organization can be considered successful if it can adequately address the needs of its customers, Kine is always applying more efforts for better enhancement of the healthcare organization.
Balanced Scorecard.
A balanced scorecard is a performance metric used in strategic management to identify and improve various internal functions of a business and their resulting external outcomes.
Balanced scorecard has four major elements for
assessing organizational performance.
These facets include-
Financial.
Internal perspective,
Learning and Growth,
and Customer perspective. (Kaplan & Norton, 1998).
The above men.
An Integrated Balanced Scorecard Strategic Planning Model For Nonprofit Organ...
This document discusses how the Balanced Scorecard model can be used as a strategic planning tool for non-profit organizations. It begins by providing background on the Balanced Scorecard and how it was developed to address shortcomings in traditional strategic planning. It then describes the key components of the Balanced Scorecard model, including the four perspectives of financial, internal processes, customers, and learning and growth. Finally, it proposes how a non-profit could implement the Balanced Scorecard model, noting that for non-profits the customer perspective is most important rather than the financial perspective.
The balanced scorecard method - strategy
The balanced scorecard is a strategic planning tool used by businesses to align goals and initiatives across four perspectives: financial, customer, internal processes, and learning and growth. It was created by Kaplan and Norton to provide a more holistic view of organizational performance beyond just financial measures. Managers use the balanced scorecard to translate strategy into objectives and measures, communicate strategy to employees, link strategic objectives to budgeting and resource allocation, and monitor performance regularly to ensure goals are met.
OKRS and Balanced Scorecard.pdf
OKRs and balanced scorecards are both performance management frameworks for defining and tracking goals, but they differ in several key ways. Balanced scorecards rely on a rigid structure across four categories (financial, customer, internal processes, learning & growth) and are typically set annually. Objectives and key results (OKRs) do not use a rigid structure and are set quarterly or monthly, with frequent reviews. Balanced scorecards directly tie compensation to goals, while OKRs are not intended to be tied to performance reviews. The frameworks can be used together, with balanced scorecards providing an annual strategic view and OKRs focusing on more immediate, measurable goals.
Balanced scorecard
This document provides an overview of a training program on building, implementing, aligning and sustaining a balanced scorecard (BSC). It discusses the origins and history of the BSC framework developed by Kaplan and Norton. The training covers defining BSC concepts, the 9-step process for building and implementing a BSC, and how it can translate strategy into objectives and metrics. Group learning activities are included where participants analyze their organization's strategy, develop a value proposition, formulate objectives and create a strategy map to link objectives across perspectives.
Scorecard 3
The document discusses the basics of the balanced scorecard approach. It explains that the balanced scorecard addresses weaknesses of classical strategic planning and performance management by providing an integrated framework. Key aspects include having objectives and metrics in four perspectives (financial, customer, internal processes, innovation and learning) and cascading scorecards from the enterprise level down. The document also discusses how HR can develop an HR scorecard aligned with business strategy to measure its contribution in areas like employee capabilities and satisfaction.
Balanced Scorecard
The document discusses the balanced scorecard framework. It begins by defining the balanced scorecard and its origins. It then discusses the four perspectives of the balanced scorecard - financial, customer, internal business processes, and learning and growth. Next, it covers how organizations can implement the balanced scorecard by translating their vision, communicating and linking objectives across different levels, planning initiatives, and monitoring performance. The balanced scorecard is presented as a tool that can help organizations align activities with strategy and monitor performance from multiple important perspectives.
Running head ABC INTERNATIONAL, INC.1ABC International, Inc..docx
Running head: ABC INTERNATIONAL, INC. 1
ABC International, Inc. 5
ABC International, Inc.
Marquita Watkins
HRM5000 | Strategic Human Resource Management
South University - Online
April 20, 2020
A balanced scorecard (BBC) is a management system and strategic planning performance metric that organizations use to identify and enhance different internal functions and their external outcomes. A balanced scorecard was first introduced by Robert Kaplan and David Norton in 1992. They took previous performance metrics and reformed them to incorporate nonfinancial information. This paper will, therefore, evaluate the purpose of a balanced scorecard, recognise the categories on the balanced scorecard, defend the significance of a balanced scorecard, and, lastly, design a supplemental graphic of a balanced scorecard.
Purpose of a Balanced Scorecard
BSC has several purposes. Organizations can use BSC to communicate what they want to accomplish. They can also use a balanced scorecard to prioritize products, services, and projects (balancedscorecard.org). Besides that, they can use the balanced scorecard to monitor and measure progress and to align the everyday work that every employee is doing with the company’s strategy.
Many large companies all over the world use the balanced scorecard. More than half big companies in Asia, Europe, and the U.S. are using a balanced scorecard, with the use increasing in those areas as well as Africa and the Middle East. According to recent research, BSC is among the top ten mostly largely used performance metric around the world (balancedscorecard.org). Harvard Business Review editors have also selected BSC as one of the most influential management tools of the past seventy-five years.
Categories on the BSC
Traditional Categories
The four categories of BSC are customer, learning and growth, internal, and financial perspective. The financial perspective is normally traditional measures. They usually seek to answer the following question: how should an organization appear to shareholders in order to thrive financially? Financial measures usually convey the economic results for the specific actions already undertaken by the company and focus on measures that relate to profitability (Malgwi & Dahiru, 2014). Under financial perspectives, the most common measures used include Cash Flow, Revenue Growth, Net Operating Income, and Return on Investment. Financial Data such as expenditures, income, and sales are used to understand and evaluate financial performance.
Communication Flow
The content of an organizational BSC must be communicated to all stakeholders in a clear, timely, correct, structured, complete, and honest manner to arouse company-wide commitment and to gain buy-in for it. When the BSC has been communicated in this manner, the entire company will realize the significance of continuous improvement, strategic thinking, learning, and personal development.
The Role of HR Professionals
HR professional.
Balance scorecard costing - Rajan Chhangani
The balanced scorecard is a performance measurement framework that translates an organization's strategy into clear objectives across four perspectives: financial, customer, internal processes, and learning and growth. It helps organizations track performance against strategic goals, align individual and team goals, and provide feedback to improve strategy. The balanced scorecard retains traditional financial measures but also considers non-financial factors critical for long-term success like customers, internal processes, and innovation. It is an important management tool that communicates strategy throughout the organization and links strategic objectives with goals, initiatives and budgets.
Do You Know Where Your Skill Gaps Are
The document discusses the development and use of the McKinsey Capability Building Assessment (MCBA) tool to identify skill gaps within organizations. The MCBA was first developed for procurement and provides an objective assessment of individual capabilities across key procurement elements like developing a fact base and sourcing strategies. Early results from over 2,000 participants revealed lower scores in developing sourcing strategies and building a fact base compared to execution skills. Identifying these specific skill gaps through objective assessment allows companies to design customized training programs to improve performance and increase savings.
What-is-a-Balanced-Scorecard-V3.pdf
The document provides an overview of the balanced scorecard framework. It discusses the four perspectives of the balanced scorecard (financial, customer, internal processes, learning and growth), strategic objectives, key performance indicators, and the development process. The key features of an effective balanced scorecard implementation and software include strategy maps, cascaded scorecards, communication tools, automated scoring, initiative management, and integration with other business tools. The balanced scorecard is a strategy implementation and management framework that links strategic priorities to objectives, measures, targets and initiatives.
A review of balanced scorecard use in small to medium enterprises
This document summarizes research on the use of balanced scorecards (BSC) in small and medium enterprises (SMEs). It finds that survey research shows limited awareness or use of BSCs among SMEs, while case studies of SMEs using BSCs report benefits like improved performance. This disparity may be due to SMEs in surveys being too small to benefit from a BSC, while case study subjects tend to be larger SMEs that self-selected to use a BSC. The document also notes that BSC use in SMEs depends on factors like size, growth rates, and ownership structure that influence complexity. BSCs may help fast-growing SMEs deal with rising complexity as
Balance score card pdf
This document provides an overview of implementing a balanced scorecard approach for small rural hospitals. It discusses modifying the balanced scorecard to better fit the needs of rural hospitals with limited resources. The key components discussed are conducting a readiness assessment, educating leadership and stakeholders, identifying relevant data and benchmarks, and gaining commitment from hospital administration for long-term use. The goal is to develop a balanced scorecard that translates a rural hospital's strategy into meaningful performance measures across financial, customer, internal process, and learning/growth perspectives.
Balanced scorecard
the balanced scorecard is a topic in management science it is useful for engineering as well as a master of business administration students Decision making is about deciding the order of execution of statements based on certain conditions or repeating a group of statements until certain specified conditions are met. C language handles decision-making by supporting the following statements,
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S COMPANIES AROUND THE WORLD transform themselves for c.docx
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Branding PlanWho are weWhat is our focus How wil.docx
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An Integrated Balanced Scorecard Strategic Planning Model For Nonprofit Organ...
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Running head ABC INTERNATIONAL, INC.1ABC International, Inc..docx
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A review of balanced scorecard use in small to medium enterprises
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The Balanced Scorecard Powerpoint Final
- 1. The Balanced Scorecard Presented by Ben Kraus and Cornell Woodson Bridging the gap between short-term budgeting and long-term strategy Robert Kaplan and David Norton’s
- 7. The Perception of the BSC
- 8. Who Else Uses the BSC? Mark Coldren, Associate Vice President of Human Resources at Ithaca College Measure his departments effectiveness at reaching organizational goals and value to the organization. Add a few more staff members to the human resources department. Measure the effectiveness of a sales training program with a new product launch, which is what we might also use this for. Mr. Coldren suggest strongly that we enter into a conversation with the leadership of the organization about what they would like to see if the organization were to reach its optimal performance.
- 9. Commercial Industry: Regional Airline
- 10. Government Organizations: Defense Financial Accounting Service
- 11. Non-profit Organization: Oak Knoll Academy
- 13. Questions