Short description
This text shows how managers can use the balanced scorecard technique to mobilize their employees and fulfil the company's mission. The authors demonstrate how senior executives in industries such as banking, oil and retailing are using the technique to evaluate current performance.
Long description
This text shows how managers can use the balanced scorecard technique to mobilize their employees and fulfil the company's mission. The authors demonstrate how senior executives in industries such as banking, oil and retailing are using the technique to evaluate current performance and target future performance based on financial and non-financial criteria such as customer satisfaction, internal processes and employee learning, and growth.
Review
A new book from the inventors of the revolutionary balanced scorecard which shows clearly how this tool provides a framework for translating a corporate strategy into operational terms and channelling the energies, abilities and knowledge of people throughout the organisation into achieving long-term goals. The book gives examples from banking, oil and retailing of where the balanced scorecard is being used to evaluate current performance and to target future performance, based on financial and non-financial criteria such as customer satisfaction and employee learning and growth. (Kirkus UK)
Table of contents
- Measurement and management in the information age
- why does business need a balanced scorecard?
- Part I Measuring business strategy
- financial perspective
- Part II Managing business strategy
- achieving strategic alignment
- from top to bottom
- Appendix
- building a balanced scorecard