Focusing Your Organization on Strategy--with the Balanced Scorecard, 2nd Edition (HBR OnPoint Collection)

The Balanced Scorecard has transformed companies around the globe. This performance management system helps top executives set corporate strategy and objectives and then translate them into a coherent set of measures, transforming strategy into a continuous process owned by everyone. The scorecard also enables you to communicate high-level goals down to all organizational levels. Employees know not only what to do, but why. Most important, the scorecard augments financial measures with objectives and metrics in customer relationships, internal processes, and learning and growth--less tangible areas notoriously difficult to measure. In 2004, Robert S. Kaplan and David P. Norton augmented the scorecard methodology to include new tools that enable you to unleash intangible assets' value--as revealed in this collection's newest article, "Measuring the Strategic Readiness of Intangible Assets." To measure these assets, you assess how well your company's people, systems, and culture are prepared to carry out your strategy. The four articles in this collection give you the tools to start building and using a Balanced Scorecard in your firm. The Harvard Business Review articles in this collection: "Putting the Balanced Scorecard to Work" by Robert S. Kaplan and David P. Norton (HBR reprint 93505), "Measuring the Strategic Readiness of Intangible Assets" by Robert S. Kaplan and David P. Norton (HBR reprint R0402C), "Using the Balanced Scorecard As a Strategic Management System" by Robert S. Kaplan and David P. Norton (HBR reprint 96107), and "Having Trouble with Your Strategy? Then Map It" by Robert S. Kaplan and David P. Norton (HBR reprint R00509).