Détail de la notice
Titre du Document
The balanced scorecard: Measures that drive performance
Auteur(s)
KAPLAN Robert S. ; NORTON David P.
Résumé
By the 19805, many executives were convinced that traditional measures of financial performance didn't let them manage effectively and wanted to replace them with operational measures. Arguing that executives should trackboth financial and operational metrics, Robert Kaplan and David Norton suggested four sets of parameters. First, how do customers see your company? Find out by measuring lead times, quality, performance and service, and costs. Second, what must your company excel at? Determine the processes and competencies that are most critical, and specify measures, such as cycle time, quality, employee skills, and productivity, to track them. Third, can your company continue to improve and create value? Monitor your ability to launch new products, create more value for customers, and improve operating efficiencies. Fourth, how has your company done by its shareholders? Measure cash flow, quarterly sales growth, operating income by division, and increased market share by segment and return on equity. The balanced scorecard lets executives see whether they have improved in one area at the expense of another. Knowing that, say the authors, will protect companies from posting suboptimal performance.
Editeur
Harvard Business School Publishing Corporation
Identifiant
ISSN : 0017-8012
Source
Harvard business review A. 2005, vol. 83, n° 7, pp. 172-180 [9 pages]
Langue
Anglais
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