The Balanced Scorecard¶
Kaplan, R. S., & Norton, D. P. (1996). The Balanced Scorecard: Translating Strategy into Action. Harvard Business School Press.
Cited by¶
3 citations across 3 artifacts.
Each citation links to the sentence it supports in the citing article.
Primes¶
- Goal Congruence (Alignment)
- The objective-hierarchy structure linking organizational mission through departmental goals through individual targets with explicit causal relationships
This sourceTranslates strategy into linked financial, customer, internal-process, and learning-and-growth measures connected by assumed cause-and-effect relationships.
- The objective-hierarchy structure linking organizational mission through departmental goals through individual targets with explicit causal relationships
- Operationalization
- In strategy, corporate strategy (spec: market position) becomes departmental plans and KPIs.
This sourceDescribes translating corporate strategy into departmental objectives and measurable KPIs — strategy lowered into an operating plan.
- In strategy, corporate strategy (spec: market position) becomes departmental plans and KPIs.
Mechanisms¶
- Substrate Depletion Dashboard
- Because it favours leading indicators, it buys lead time
This sourceDistinguishes lagged outcome measures from performance drivers that signal future performance.
- Because it favours leading indicators, it buys lead time
Verification¶
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Does it back the claim? Not recorded. Neither this nor any other of the 3 citations of this work carries a recorded support check.
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Links previously used in the corpus¶
Before the registry existed this work was also linked 1 other way.
Registry ID ref:858fbf3c9d60 · see in the full table