Harvard professors Robert Kaplan and David Norton developed the balanced scorecard to help translate vision and strategy into action. This technique can make strategic planning a core part of any ...

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: ...

Businesses establish a balanced scorecard to align all their company activities. This type of performance management framework adds non-financial measures to traditional financial metrics and gives ...

Kaplan, Robert S., and David Norton. "The Balanced Scorecard: Measures that Drive Performance." Harvard Business Review 70, no. 1 (January–February 1992): 71–79 ...

In the early 1990s, two business experts set out to design a new way to track corporate performance by looking not just at bottom lines such as profits and share prices, but at all the operations they ...

No matter how much we advocate the science of marketing, its art has not disappeared. Take the balanced scorecard, for instance. In the tradition of marketing creativity, a graphical document—the ...

When Robert Kaplan and David Norton published “The Balanced Scorecard: Measures that Drive Performance” in the Harvard Business Review in 1992, the idea of measuring business performance from ...