By Paul R. Niven
This ebook presents an easy-to-follow roadmap for effectively enforcing the Balanced Scorecard technique in small- and medium-sized businesses. construction at the good fortune of the 1st version, the second one variation contains new situations in accordance with the author's event imposing the balanced scorecard at govt and nonprofit companies. it's a must-read for any association drawn to reaching step forward effects.
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Extra resources for Balanced Scorecard: Step-by-Step for Government and Nonprofit Agencies
Let’s revisit those barriers and examine how the Balanced Scorecard may in fact remove them. indd 20 3/4/08 10:49:36 AM The Balanced Scorecard 21 Overcoming the Vision Barrier through the Translation of Strategy The Balanced Scorecard is ideally created through a shared understanding and translation of the organization’s strategy into objectives (on the Strategy Map), measures, targets, and initiatives in each of the four Scorecard perspectives. ” Using the Balanced Scorecard system as a framework for translating the strategy, these organizations create a new language of measurement that serves to guide all employees’ actions toward the achievement of the stated direction.
For many organizations, it’s as simple as looking at last year’s budget and adding or subtracting a few percentage points as appropriate. This is a particularly damaging blow to the hopes of executing strategy. What is a budget if not a detailed articulation of the priorities of the enterprise for the next fiscal year? If the budget is not linked to some form of strategic plan and goals, then what does that say about the organization’s priorities? Do they even possess any, or are they simply spinning their wheels and wasting precious resources in the process.
4. Origins of the Balanced Scorecard The Balanced Scorecard was developed by Robert Kaplan, an accounting professor at Harvard University, and David Norton, a consultant also from the Boston area. In 1990, Kaplan and Norton led a research study of a dozen companies exploring new methods of performance measurement. The impetus for the study was a growing belief that financial measures of performance were ineffective for the modern business enterprise. The study companies, along with Kaplan and Norton, were convinced that a reliance on financial measures of performance was affecting their ability to create value.