The balanced scorecard revolutionized conventional thinking about performance metrics. When Kaplan and Norton first introduced the concept, in 1992, companies were busy transforming themselves to ...

Definition: A set of principles and analytic techniques for improving an organization’s performance in four general areas: financials, customers, learning and internal processes. What it means: ...

Kaplan, Robert S., and David P. Norton. The Balanced Scorecard: Translating Strategy into Action. Boston: Harvard Business School Press, 1996. (Nominated for Financial Times/ Booz-Allen & Hamilton ...

An important but elusive concept is how best to measure the overall performance of an organization in real time. Some years ago, Kaplan and Norton first presented the idea of the balanced scorecard; a ...

Building a scorecard can help managers link today’s actions with tomorrow’s goals. by Robert S. Kaplan and David P. Norton As companies around the world transform themselves for competition that is ...