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Balanced Scorecard, The: Translating Strategy into Action | 
 enlarge | Authors: Robert S Kaplan, David P Norton
Publisher: Harvard Business School Press
Category: Book
List Price: £22.99
Buy New: £13.99
You Save: £9.00 (39%)
New (43) Used (16) from £9.36
Rating:  19 reviews
Sales Rank: 6749
Media: Hardcover
Pages: 322
Number Of Items: 1
Shipping Weight (lbs): 1.5
Dimensions (in): 9.2 x 6.5 x 1.2
ISBN: 0875846513
Dewey Decimal Number: 658.4012
EAN: 9780875846514
ASIN: 0875846513
Publication Date: September 1, 1996
Availability: Usually dispatched within 24 hours
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| Customer Reviews: Read 14 more reviews...
 Packed with Knowledge! June 30, 2005
Rolf Dobelli (Luzern Switzerland)
2 out of 2 found this review helpful
First published in 1996, this management literature classic builds a bridge between traditional, short-term oriented management systems and a more balanced approach integrating new types of measurements into a comprehensive strategy. This book looks senior managers in the eye and asks, "Are you ready for the future?" Some executives respond to the challenge of change by tinkering, adding a few nonfinancial metrics to the "instrumentation cockpit" that tells them how their corporate ship is running. Others have spurned Balanced Scorecard because it requires CEOs to accept feedback from all levels of their organizations so they will know if their assumptions remain relevant amidst rapid change. To date, however, more than 300 major organizations have used this system to enhance their performance, and future prospects. Abraham Lincoln once said that the best thing about the future is that it comes only one day at a time. With apologies to Lincoln, we recommend this book to all senior executives and managers - because the future will be here sooner than you think.
Overcome Poor Communications and Bureaucracy for New Actions May 29, 2004
Donald Mitchell (Boston)
6 out of 6 found this review helpful
The Balanced Scorecard looks at the important issues of alignment, coordination, and effective implementation. Most business thinkers like to start with the big picture, and end there. As a result, most ideas for going in a new direction are quickly diluted by misunderstanding, falling back on old habits, and lethargy. Since Peter Drucker first popularized the idea of business strategy, there have been vastly more strategies conceived than there have been strategies successfully implemented as a result. Much attention has been paid to devising better strategies in the last four decades, and little to implementing strategies. The big pay-off is in the implementation, and The Balanced Scorecard is one of handful of books that provide important and valuable guidance to explain what needs to be done to successfully execute strategy. You must have more measures, and different measures than the accounting system provides. You also need to link measures and compensation to the key tasks that each person must perform. This book is simply the Rosetta Stone of communicating and managing strategy. The Balanced Scorecard is the beginning of the practical period of maturity in the field of business strategy. Read this book today to enjoy much more prosperity! I also recommend that you read The Fifth Discipline, The Fifth Discipline Handbook, and The Dance of Change to understand more about the context in which you are trying to make positive change. These four books are excellent companions for each other.The series of books about The Balanced Scorecard includes The Strategy-Focused Organization and Strategy Maps. You'll love all three!
 The text that brought performance measurement to the fore June 5, 2002
7 out of 7 found this review helpful
One of the classic texts of the 1990s, the Balanced Scorecard has brought the importance of performance measurement to a generation of managers. It's still a worthwhile read, although more recent models, like the Performance Prism by Neely, seem much broader in scope.
 A big disappointment September 1, 1999
9 out of 13 found this review helpful
This book does not deliver on the expectations built by the initial Balanced Scorecard articles. It does very little to clarify and structure the concept and approach to building a Balanced Scorecard. There are a few interesting ideas but they get lost in a repetitive and hard to read text.
Key Insights For Executives, Change Agents and Consultants July 11, 1999
7 out of 7 found this review helpful
A much needed overview of why companies (and organizations) need a strategy linked to performance measures in a way that communciates the strategy throughout the organization. As much as I liked "The Balanced Scorecard" it is not as complete in the area of operations implimentation as I need when working with clients. I've found an excellent reference for operations managers to be "Operational Performance Measurement: Increasing Total Productivity" by Will Kaydos. Executives get the Scorecard, operations managers need different insight to make it work for them.
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