Balanced Scorecard, The: Translating Strategy into Action
| By: | Robert S Kaplan, David P Norton |
| Publisher: | |
| Media: | Hardcover |
| Availability: | Usually dispatched within 24 hours |
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Amazon Customer Reviews
Excellent
This is a product that help me to alling the objetive of our organization to the lowest levels
A Good Read but One Size does Not Fit All
The world doesn't need another long review of this book or the Balanced Scorecard concept but a little added perspective might be of value. BSC is most useful to organizations that need to jump start (or begin) their strategic planning efforts. The book lays out a practical and useful guide to do just that but many companies end up allowing BSC to become all consuming and not a means to an end. For this and other reasons, the majority of organizations don't follow through. The process described in this book is easy to read and absorb and consequently has a loyal following of adherents -- some of whom claim substantive results in their companies as a result. With the caveat that one size does not fit all, I would recommend this book as a component of your readings on business strategy and execution.
Although Great, it is Better in Hindsight
Balanced scorecards have become ubiquitous in modern business parlance. But to really understand their power and elegance requires an understanding of strategy mapping as depicted in Norton and Kaplan's other books. Because those other books were written later than this one, the deeper power of the scorecards really emerges in the follow-up to strategy mapping. Nonetheless, this is a cornerstone of any strategist's library, depicting the methodology that has become rightfully synonymous with measuring strategy. The real beauty of this approach does not lie only in its extraordinary identification of the key perspectives that must be measured to accomplish (or determine a need to revisit) strategy. Instead, the malleability of the scorecard as a means to measure all of the aspects of stakeholder delivery is really indispensable when approaching the complexity of modern organizations. With the advent of triple bottom lines and the demand to measure not just the results but their alleged leading indicators, balanced scorecards have become the standard for how to do so. No strategist or business leader's library should be without this book. It is as vital as is "The Wealth of Nations" to an economist.
Amie Devero, Author of [[ASIN:1434339718 Powered by Principle: Using Core Values to Build World-Class Organizations]]
A Good Read but One Size does Not Fit All
The world doesn't need another long review of this book or the Balanced Scorecard concept but a little added perspective might be of value. BSC is most useful to organizations that need to jump start (or begin) their strategic planning efforts. The book lays out a practical and useful guide to do just that but many companies end up allowing BSC to become all consuming and not a means to an end. For this and other reasons, the majority of organizations don't follow through. The process described in this book is easy to read and absorb and consequently has a loyal following of adherents -- some of whom claim substantive results in their companies as a result. With the caveat that one size does not fit all, I would recommend this book as a component of your readings on business strategy and execution.
Although Great, it is Better in Hindsight
Balanced scorecards have become ubiquitous in modern business parlance. But to really understand their power and elegance requires an understanding of strategy mapping as depicted in Norton and Kaplan's other books. Because those other books were written later than this one, the deeper power of the scorecards really emerges in the follow-up to strategy mapping. Nonetheless, this is a cornerstone of any strategist's library, depicting the methodology that has become rightfully synonymous with measuring strategy. The real beauty of this approach does not lie only in its extraordinary identification of the key perspectives that must be measured to accomplish (or determine a need to revisit) strategy. Instead, the malleability of the scorecard as a means to measure all of the aspects of stakeholder delivery is really indispensable when approaching the complexity of modern organizations. With the advent of triple bottom lines and the demand to measure not just the results but their alleged leading indicators, balanced scorecards have become the standard for how to do so. No strategist or business leader's library should be without this book. It is as vital as is "The Wealth of Nations" to an economist.
Amie Devero, Author of [[ASIN:1434339718 Powered by Principle: Using Core Values to Build World-Class Organizations]]
Excellent
This is a product that help me to alling the objetive of our organization to the lowest levels
A Good Read but One Size does Not Fit All
The world doesn't need another long review of this book or the Balanced Scorecard concept but a little added perspective might be of value. BSC is most useful to organizations that need to jump start (or begin) their strategic planning efforts. The book lays out a practical and useful guide to do just that but many companies end up allowing BSC to become all consuming and not a means to an end. For this and other reasons, the majority of organizations don't follow through. The process described in this book is easy to read and absorb and consequently has a loyal following of adherents -- some of whom claim substantive results in their companies as a result. With the caveat that one size does not fit all, I would recommend this book as a component of your readings on business strategy and execution.
Although Great, it is Better in Hindsight
Balanced scorecards have become ubiquitous in modern business parlance. But to really understand their power and elegance requires an understanding of strategy mapping as depicted in Norton and Kaplan's other books. Because those other books were written later than this one, the deeper power of the scorecards really emerges in the follow-up to strategy mapping. Nonetheless, this is a cornerstone of any strategist's library, depicting the methodology that has become rightfully synonymous with measuring strategy. The real beauty of this approach does not lie only in its extraordinary identification of the key perspectives that must be measured to accomplish (or determine a need to revisit) strategy. Instead, the malleability of the scorecard as a means to measure all of the aspects of stakeholder delivery is really indispensable when approaching the complexity of modern organizations. With the advent of triple bottom lines and the demand to measure not just the results but their alleged leading indicators, balanced scorecards have become the standard for how to do so. No strategist or business leader's library should be without this book. It is as vital as is "The Wealth of Nations" to an economist.
Amie Devero, Author of [[ASIN:1434339718 Powered by Principle: Using Core Values to Build World-Class Organizations]]
Excellent
This is a product that help me to alling the objetive of our organization to the lowest levels
A Good Read but One Size does Not Fit All
The world doesn't need another long review of this book or the Balanced Scorecard concept but a little added perspective might be of value. BSC is most useful to organizations that need to jump start (or begin) their strategic planning efforts. The book lays out a practical and useful guide to do just that but many companies end up allowing BSC to become all consuming and not a means to an end. For this and other reasons, the majority of organizations don't follow through. The process described in this book is easy to read and absorb and consequently has a loyal following of adherents -- some of whom claim substantive results in their companies as a result. With the caveat that one size does not fit all, I would recommend this book as a component of your readings on business strategy and execution.
Although Great, it is Better in Hindsight
Balanced scorecards have become ubiquitous in modern business parlance. But to really understand their power and elegance requires an understanding of strategy mapping as depicted in Norton and Kaplan's other books. Because those other books were written later than this one, the deeper power of the scorecards really emerges in the follow-up to strategy mapping. Nonetheless, this is a cornerstone of any strategist's library, depicting the methodology that has become rightfully synonymous with measuring strategy. The real beauty of this approach does not lie only in its extraordinary identification of the key perspectives that must be measured to accomplish (or determine a need to revisit) strategy. Instead, the malleability of the scorecard as a means to measure all of the aspects of stakeholder delivery is really indispensable when approaching the complexity of modern organizations. With the advent of triple bottom lines and the demand to measure not just the results but their alleged leading indicators, balanced scorecards have become the standard for how to do so. No strategist or business leader's library should be without this book. It is as vital as is "The Wealth of Nations" to an economist.
Amie Devero, Author of [[ASIN:1434339718 Powered by Principle: Using Core Values to Build World-Class Organizations]]
Excellent
This is a product that help me to alling the objetive of our organization to the lowest levels
A Good Read but One Size does Not Fit All
The world doesn't need another long review of this book or the Balanced Scorecard concept but a little added perspective might be of value. BSC is most useful to organizations that need to jump start (or begin) their strategic planning efforts. The book lays out a practical and useful guide to do just that but many companies end up allowing BSC to become all consuming and not a means to an end. For this and other reasons, the majority of organizations don't follow through. The process described in this book is easy to read and absorb and consequently has a loyal following of adherents -- some of whom claim substantive results in their companies as a result. With the caveat that one size does not fit all, I would recommend this book as a component of your readings on business strategy and execution.
Although Great, it is Better in Hindsight
Balanced scorecards have become ubiquitous in modern business parlance. But to really understand their power and elegance requires an understanding of strategy mapping as depicted in Norton and Kaplan's other books. Because those other books were written later than this one, the deeper power of the scorecards really emerges in the follow-up to strategy mapping. Nonetheless, this is a cornerstone of any strategist's library, depicting the methodology that has become rightfully synonymous with measuring strategy. The real beauty of this approach does not lie only in its extraordinary identification of the key perspectives that must be measured to accomplish (or determine a need to revisit) strategy. Instead, the malleability of the scorecard as a means to measure all of the aspects of stakeholder delivery is really indispensable when approaching the complexity of modern organizations. With the advent of triple bottom lines and the demand to measure not just the results but their alleged leading indicators, balanced scorecards have become the standard for how to do so. No strategist or business leader's library should be without this book. It is as vital as is "The Wealth of Nations" to an economist.
Amie Devero, Author of [[ASIN:1434339718 Powered by Principle: Using Core Values to Build World-Class Organizations]]
Excellent
This is a product that help me to alling the objetive of our organization to the lowest levels
A Good Read but One Size does Not Fit All
The world doesn't need another long review of this book or the Balanced Scorecard concept but a little added perspective might be of value. BSC is most useful to organizations that need to jump start (or begin) their strategic planning efforts. The book lays out a practical and useful guide to do just that but many companies end up allowing BSC to become all consuming and not a means to an end. For this and other reasons, the majority of organizations don't follow through. The process described in this book is easy to read and absorb and consequently has a loyal following of adherents -- some of whom claim substantive results in their companies as a result. With the caveat that one size does not fit all, I would recommend this book as a component of your readings on business strategy and execution.
Although Great, it is Better in Hindsight
Balanced scorecards have become ubiquitous in modern business parlance. But to really understand their power and elegance requires an understanding of strategy mapping as depicted in Norton and Kaplan's other books. Because those other books were written later than this one, the deeper power of the scorecards really emerges in the follow-up to strategy mapping. Nonetheless, this is a cornerstone of any strategist's library, depicting the methodology that has become rightfully synonymous with measuring strategy. The real beauty of this approach does not lie only in its extraordinary identification of the key perspectives that must be measured to accomplish (or determine a need to revisit) strategy. Instead, the malleability of the scorecard as a means to measure all of the aspects of stakeholder delivery is really indispensable when approaching the complexity of modern organizations. With the advent of triple bottom lines and the demand to measure not just the results but their alleged leading indicators, balanced scorecards have become the standard for how to do so. No strategist or business leader's library should be without this book. It is as vital as is "The Wealth of Nations" to an economist.
Amie Devero, Author of [[ASIN:1434339718 Powered by Principle: Using Core Values to Build World-Class Organizations]]
Excellent
This is a product that help me to alling the objetive of our organization to the lowest levels
A Good Read but One Size does Not Fit All
The world doesn't need another long review of this book or the Balanced Scorecard concept but a little added perspective might be of value. BSC is most useful to organizations that need to jump start (or begin) their strategic planning efforts. The book lays out a practical and useful guide to do just that but many companies end up allowing BSC to become all consuming and not a means to an end. For this and other reasons, the majority of organizations don't follow through. The process described in this book is easy to read and absorb and consequently has a loyal following of adherents -- some of whom claim substantive results in their companies as a result. With the caveat that one size does not fit all, I would recommend this book as a component of your readings on business strategy and execution.
Although Great, it is Better in Hindsight
Balanced scorecards have become ubiquitous in modern business parlance. But to really understand their power and elegance requires an understanding of strategy mapping as depicted in Norton and Kaplan's other books. Because those other books were written later than this one, the deeper power of the scorecards really emerges in the follow-up to strategy mapping. Nonetheless, this is a cornerstone of any strategist's library, depicting the methodology that has become rightfully synonymous with measuring strategy. The real beauty of this approach does not lie only in its extraordinary identification of the key perspectives that must be measured to accomplish (or determine a need to revisit) strategy. Instead, the malleability of the scorecard as a means to measure all of the aspects of stakeholder delivery is really indispensable when approaching the complexity of modern organizations. With the advent of triple bottom lines and the demand to measure not just the results but their alleged leading indicators, balanced scorecards have become the standard for how to do so. No strategist or business leader's library should be without this book. It is as vital as is "The Wealth of Nations" to an economist.
Amie Devero, Author of [[ASIN:1434339718 Powered by Principle: Using Core Values to Build World-Class Organizations]]
Excellent
This is a product that help me to alling the objetive of our organization to the lowest levels
A Good Read but One Size does Not Fit All
The world doesn't need another long review of this book or the Balanced Scorecard concept but a little added perspective might be of value. BSC is most useful to organizations that need to jump start (or begin) their strategic planning efforts. The book lays out a practical and useful guide to do just that but many companies end up allowing BSC to become all consuming and not a means to an end. For this and other reasons, the majority of organizations don't follow through. The process described in this book is easy to read and absorb and consequently has a loyal following of adherents -- some of whom claim substantive results in their companies as a result. With the caveat that one size does not fit all, I would recommend this book as a component of your readings on business strategy and execution.
Although Great, it is Better in Hindsight
Balanced scorecards have become ubiquitous in modern business parlance. But to really understand their power and elegance requires an understanding of strategy mapping as depicted in Norton and Kaplan's other books. Because those other books were written later than this one, the deeper power of the scorecards really emerges in the follow-up to strategy mapping. Nonetheless, this is a cornerstone of any strategist's library, depicting the methodology that has become rightfully synonymous with measuring strategy. The real beauty of this approach does not lie only in its extraordinary identification of the key perspectives that must be measured to accomplish (or determine a need to revisit) strategy. Instead, the malleability of the scorecard as a means to measure all of the aspects of stakeholder delivery is really indispensable when approaching the complexity of modern organizations. With the advent of triple bottom lines and the demand to measure not just the results but their alleged leading indicators, balanced scorecards have become the standard for how to do so. No strategist or business leader's library should be without this book. It is as vital as is "The Wealth of Nations" to an economist.
Amie Devero, Author of [[ASIN:1434339718 Powered by Principle: Using Core Values to Build World-Class Organizations]]
Excellent
This is a product that help me to alling the objetive of our organization to the lowest levels
A Good Read but One Size does Not Fit All
The world doesn't need another long review of this book or the Balanced Scorecard concept but a little added perspective might be of value. BSC is most useful to organizations that need to jump start (or begin) their strategic planning efforts. The book lays out a practical and useful guide to do just that but many companies end up allowing BSC to become all consuming and not a means to an end. For this and other reasons, the majority of organizations don't follow through. The process described in this book is easy to read and absorb and consequently has a loyal following of adherents -- some of whom claim substantive results in their companies as a result. With the caveat that one size does not fit all, I would recommend this book as a component of your readings on business strategy and execution.
Although Great, it is Better in Hindsight
Balanced scorecards have become ubiquitous in modern business parlance. But to really understand their power and elegance requires an understanding of strategy mapping as depicted in Norton and Kaplan's other books. Because those other books were written later than this one, the deeper power of the scorecards really emerges in the follow-up to strategy mapping. Nonetheless, this is a cornerstone of any strategist's library, depicting the methodology that has become rightfully synonymous with measuring strategy. The real beauty of this approach does not lie only in its extraordinary identification of the key perspectives that must be measured to accomplish (or determine a need to revisit) strategy. Instead, the malleability of the scorecard as a means to measure all of the aspects of stakeholder delivery is really indispensable when approaching the complexity of modern organizations. With the advent of triple bottom lines and the demand to measure not just the results but their alleged leading indicators, balanced scorecards have become the standard for how to do so. No strategist or business leader's library should be without this book. It is as vital as is "The Wealth of Nations" to an economist.
Amie Devero, Author of [[ASIN:1434339718 Powered by Principle: Using Core Values to Build World-Class Organizations]]
Excellent
This is a product that help me to alling the objetive of our organization to the lowest levels
A Good Read but One Size does Not Fit All
The world doesn't need another long review of this book or the Balanced Scorecard concept but a little added perspective might be of value. BSC is most useful to organizations that need to jump start (or begin) their strategic planning efforts. The book lays out a practical and useful guide to do just that but many companies end up allowing BSC to become all consuming and not a means to an end. For this and other reasons, the majority of organizations don't follow through. The process described in this book is easy to read and absorb and consequently has a loyal following of adherents -- some of whom claim substantive results in their companies as a result. With the caveat that one size does not fit all, I would recommend this book as a component of your readings on business strategy and execution.
Although Great, it is Better in Hindsight
Balanced scorecards have become ubiquitous in modern business parlance. But to really understand their power and elegance requires an understanding of strategy mapping as depicted in Norton and Kaplan's other books. Because those other books were written later than this one, the deeper power of the scorecards really emerges in the follow-up to strategy mapping. Nonetheless, this is a cornerstone of any strategist's library, depicting the methodology that has become rightfully synonymous with measuring strategy. The real beauty of this approach does not lie only in its extraordinary identification of the key perspectives that must be measured to accomplish (or determine a need to revisit) strategy. Instead, the malleability of the scorecard as a means to measure all of the aspects of stakeholder delivery is really indispensable when approaching the complexity of modern organizations. With the advent of triple bottom lines and the demand to measure not just the results but their alleged leading indicators, balanced scorecards have become the standard for how to do so. No strategist or business leader's library should be without this book. It is as vital as is "The Wealth of Nations" to an economist.
Amie Devero, Author of [[ASIN:1434339718 Powered by Principle: Using Core Values to Build World-Class Organizations]]
Excellent
This is a product that help me to alling the objetive of our organization to the lowest levels
A Good Read but One Size does Not Fit All
The world doesn't need another long review of this book or the Balanced Scorecard concept but a little added perspective might be of value. BSC is most useful to organizations that need to jump start (or begin) their strategic planning efforts. The book lays out a practical and useful guide to do just that but many companies end up allowing BSC to become all consuming and not a means to an end. For this and other reasons, the majority of organizations don't follow through. The process described in this book is easy to read and absorb and consequently has a loyal following of adherents -- some of whom claim substantive results in their companies as a result. With the caveat that one size does not fit all, I would recommend this book as a component of your readings on business strategy and execution.
Although Great, it is Better in Hindsight
Balanced scorecards have become ubiquitous in modern business parlance. But to really understand their power and elegance requires an understanding of strategy mapping as depicted in Norton and Kaplan's other books. Because those other books were written later than this one, the deeper power of the scorecards really emerges in the follow-up to strategy mapping. Nonetheless, this is a cornerstone of any strategist's library, depicting the methodology that has become rightfully synonymous with measuring strategy. The real beauty of this approach does not lie only in its extraordinary identification of the key perspectives that must be measured to accomplish (or determine a need to revisit) strategy. Instead, the malleability of the scorecard as a means to measure all of the aspects of stakeholder delivery is really indispensable when approaching the complexity of modern organizations. With the advent of triple bottom lines and the demand to measure not just the results but their alleged leading indicators, balanced scorecards have become the standard for how to do so. No strategist or business leader's library should be without this book. It is as vital as is "The Wealth of Nations" to an economist.
Amie Devero, Author of [[ASIN:1434339718 Powered by Principle: Using Core Values to Build World-Class Organizations]]
Excellent
This is a product that help me to alling the objetive of our organization to the lowest levels
A Good Read but One Size does Not Fit All
The world doesn't need another long review of this book or the Balanced Scorecard concept but a little added perspective might be of value. BSC is most useful to organizations that need to jump start (or begin) their strategic planning efforts. The book lays out a practical and useful guide to do just that but many companies end up allowing BSC to become all consuming and not a means to an end. For this and other reasons, the majority of organizations don't follow through. The process described in this book is easy to read and absorb and consequently has a loyal following of adherents -- some of whom claim substantive results in their companies as a result. With the caveat that one size does not fit all, I would recommend this book as a component of your readings on business strategy and execution.
Although Great, it is Better in Hindsight
Balanced scorecards have become ubiquitous in modern business parlance. But to really understand their power and elegance requires an understanding of strategy mapping as depicted in Norton and Kaplan's other books. Because those other books were written later than this one, the deeper power of the scorecards really emerges in the follow-up to strategy mapping. Nonetheless, this is a cornerstone of any strategist's library, depicting the methodology that has become rightfully synonymous with measuring strategy. The real beauty of this approach does not lie only in its extraordinary identification of the key perspectives that must be measured to accomplish (or determine a need to revisit) strategy. Instead, the malleability of the scorecard as a means to measure all of the aspects of stakeholder delivery is really indispensable when approaching the complexity of modern organizations. With the advent of triple bottom lines and the demand to measure not just the results but their alleged leading indicators, balanced scorecards have become the standard for how to do so. No strategist or business leader's library should be without this book. It is as vital as is "The Wealth of Nations" to an economist.
Amie Devero, Author of [[ASIN:1434339718 Powered by Principle: Using Core Values to Build World-Class Organizations]]
Excellent
This is a product that help me to alling the objetive of our organization to the lowest levels
A Good Read but One Size does Not Fit All
The world doesn't need another long review of this book or the Balanced Scorecard concept but a little added perspective might be of value. BSC is most useful to organizations that need to jump start (or begin) their strategic planning efforts. The book lays out a practical and useful guide to do just that but many companies end up allowing BSC to become all consuming and not a means to an end. For this and other reasons, the majority of organizations don't follow through. The process described in this book is easy to read and absorb and consequently has a loyal following of adherents -- some of whom claim substantive results in their companies as a result. With the caveat that one size does not fit all, I would recommend this book as a component of your readings on business strategy and execution.
Although Great, it is Better in Hindsight
Balanced scorecards have become ubiquitous in modern business parlance. But to really understand their power and elegance requires an understanding of strategy mapping as depicted in Norton and Kaplan's other books. Because those other books were written later than this one, the deeper power of the scorecards really emerges in the follow-up to strategy mapping. Nonetheless, this is a cornerstone of any strategist's library, depicting the methodology that has become rightfully synonymous with measuring strategy. The real beauty of this approach does not lie only in its extraordinary identification of the key perspectives that must be measured to accomplish (or determine a need to revisit) strategy. Instead, the malleability of the scorecard as a means to measure all of the aspects of stakeholder delivery is really indispensable when approaching the complexity of modern organizations. With the advent of triple bottom lines and the demand to measure not just the results but their alleged leading indicators, balanced scorecards have become the standard for how to do so. No strategist or business leader's library should be without this book. It is as vital as is "The Wealth of Nations" to an economist.
Amie Devero, Author of [[ASIN:1434339718 Powered by Principle: Using Core Values to Build World-Class Organizations]]
Excellent
This is a product that help me to alling the objetive of our organization to the lowest levels
A Good Read but One Size does Not Fit All
The world doesn't need another long review of this book or the Balanced Scorecard concept but a little added perspective might be of value. BSC is most useful to organizations that need to jump start (or begin) their strategic planning efforts. The book lays out a practical and useful guide to do just that but many companies end up allowing BSC to become all consuming and not a means to an end. For this and other reasons, the majority of organizations don't follow through. The process described in this book is easy to read and absorb and consequently has a loyal following of adherents -- some of whom claim substantive results in their companies as a result. With the caveat that one size does not fit all, I would recommend this book as a component of your readings on business strategy and execution.
Although Great, it is Better in Hindsight
Balanced scorecards have become ubiquitous in modern business parlance. But to really understand their power and elegance requires an understanding of strategy mapping as depicted in Norton and Kaplan's other books. Because those other books were written later than this one, the deeper power of the scorecards really emerges in the follow-up to strategy mapping. Nonetheless, this is a cornerstone of any strategist's library, depicting the methodology that has become rightfully synonymous with measuring strategy. The real beauty of this approach does not lie only in its extraordinary identification of the key perspectives that must be measured to accomplish (or determine a need to revisit) strategy. Instead, the malleability of the scorecard as a means to measure all of the aspects of stakeholder delivery is really indispensable when approaching the complexity of modern organizations. With the advent of triple bottom lines and the demand to measure not just the results but their alleged leading indicators, balanced scorecards have become the standard for how to do so. No strategist or business leader's library should be without this book. It is as vital as is "The Wealth of Nations" to an economist.
Amie Devero, Author of [[ASIN:1434339718 Powered by Principle: Using Core Values to Build World-Class Organizations]]
Excellent
This is a product that help me to alling the objetive of our organization to the lowest levels
A Good Read but One Size does Not Fit All
The world doesn't need another long review of this book or the Balanced Scorecard concept but a little added perspective might be of value. BSC is most useful to organizations that need to jump start (or begin) their strategic planning efforts. The book lays out a practical and useful guide to do just that but many companies end up allowing BSC to become all consuming and not a means to an end. For this and other reasons, the majority of organizations don't follow through. The process described in this book is easy to read and absorb and consequently has a loyal following of adherents -- some of whom claim substantive results in their companies as a result. With the caveat that one size does not fit all, I would recommend this book as a component of your readings on business strategy and execution.
Although Great, it is Better in Hindsight
Balanced scorecards have become ubiquitous in modern business parlance. But to really understand their power and elegance requires an understanding of strategy mapping as depicted in Norton and Kaplan's other books. Because those other books were written later than this one, the deeper power of the scorecards really emerges in the follow-up to strategy mapping. Nonetheless, this is a cornerstone of any strategist's library, depicting the methodology that has become rightfully synonymous with measuring strategy. The real beauty of this approach does not lie only in its extraordinary identification of the key perspectives that must be measured to accomplish (or determine a need to revisit) strategy. Instead, the malleability of the scorecard as a means to measure all of the aspects of stakeholder delivery is really indispensable when approaching the complexity of modern organizations. With the advent of triple bottom lines and the demand to measure not just the results but their alleged leading indicators, balanced scorecards have become the standard for how to do so. No strategist or business leader's library should be without this book. It is as vital as is "The Wealth of Nations" to an economist.
Amie Devero, Author of [[ASIN:1434339718 Powered by Principle: Using Core Values to Build World-Class Organizations]]
Excellent
This is a product that help me to alling the objetive of our organization to the lowest levels
A Good Read but One Size does Not Fit All
The world doesn't need another long review of this book or the Balanced Scorecard concept but a little added perspective might be of value. BSC is most useful to organizations that need to jump start (or begin) their strategic planning efforts. The book lays out a practical and useful guide to do just that but many companies end up allowing BSC to become all consuming and not a means to an end. For this and other reasons, the majority of organizations don't follow through. The process described in this book is easy to read and absorb and consequently has a loyal following of adherents -- some of whom claim substantive results in their companies as a result. With the caveat that one size does not fit all, I would recommend this book as a component of your readings on business strategy and execution.
Although Great, it is Better in Hindsight
Balanced scorecards have become ubiquitous in modern business parlance. But to really understand their power and elegance requires an understanding of strategy mapping as depicted in Norton and Kaplan's other books. Because those other books were written later than this one, the deeper power of the scorecards really emerges in the follow-up to strategy mapping. Nonetheless, this is a cornerstone of any strategist's library, depicting the methodology that has become rightfully synonymous with measuring strategy. The real beauty of this approach does not lie only in its extraordinary identification of the key perspectives that must be measured to accomplish (or determine a need to revisit) strategy. Instead, the malleability of the scorecard as a means to measure all of the aspects of stakeholder delivery is really indispensable when approaching the complexity of modern organizations. With the advent of triple bottom lines and the demand to measure not just the results but their alleged leading indicators, balanced scorecards have become the standard for how to do so. No strategist or business leader's library should be without this book. It is as vital as is "The Wealth of Nations" to an economist.
Amie Devero, Author of [[ASIN:1434339718 Powered by Principle: Using Core Values to Build World-Class Organizations]]
Excellent
This is a product that help me to alling the objetive of our organization to the lowest levels
A Good Read but One Size does Not Fit All
The world doesn't need another long review of this book or the Balanced Scorecard concept but a little added perspective might be of value. BSC is most useful to organizations that need to jump start (or begin) their strategic planning efforts. The book lays out a practical and useful guide to do just that but many companies end up allowing BSC to become all consuming and not a means to an end. For this and other reasons, the majority of organizations don't follow through. The process described in this book is easy to read and absorb and consequently has a loyal following of adherents -- some of whom claim substantive results in their companies as a result. With the caveat that one size does not fit all, I would recommend this book as a component of your readings on business strategy and execution.
Although Great, it is Better in Hindsight
Balanced scorecards have become ubiquitous in modern business parlance. But to really understand their power and elegance requires an understanding of strategy mapping as depicted in Norton and Kaplan's other books. Because those other books were written later than this one, the deeper power of the scorecards really emerges in the follow-up to strategy mapping. Nonetheless, this is a cornerstone of any strategist's library, depicting the methodology that has become rightfully synonymous with measuring strategy. The real beauty of this approach does not lie only in its extraordinary identification of the key perspectives that must be measured to accomplish (or determine a need to revisit) strategy. Instead, the malleability of the scorecard as a means to measure all of the aspects of stakeholder delivery is really indispensable when approaching the complexity of modern organizations. With the advent of triple bottom lines and the demand to measure not just the results but their alleged leading indicators, balanced scorecards have become the standard for how to do so. No strategist or business leader's library should be without this book. It is as vital as is "The Wealth of Nations" to an economist.
Amie Devero, Author of [[ASIN:1434339718 Powered by Principle: Using Core Values to Build World-Class Organizations]]
Excellent
This is a product that help me to alling the objetive of our organization to the lowest levels
A Good Read but One Size does Not Fit All
The world doesn't need another long review of this book or the Balanced Scorecard concept but a little added perspective might be of value. BSC is most useful to organizations that need to jump start (or begin) their strategic planning efforts. The book lays out a practical and useful guide to do just that but many companies end up allowing BSC to become all consuming and not a means to an end. For this and other reasons, the majority of organizations don't follow through. The process described in this book is easy to read and absorb and consequently has a loyal following of adherents -- some of whom claim substantive results in their companies as a result. With the caveat that one size does not fit all, I would recommend this book as a component of your readings on business strategy and execution.
Although Great, it is Better in Hindsight
Balanced scorecards have become ubiquitous in modern business parlance. But to really understand their power and elegance requires an understanding of strategy mapping as depicted in Norton and Kaplan's other books. Because those other books were written later than this one, the deeper power of the scorecards really emerges in the follow-up to strategy mapping. Nonetheless, this is a cornerstone of any strategist's library, depicting the methodology that has become rightfully synonymous with measuring strategy. The real beauty of this approach does not lie only in its extraordinary identification of the key perspectives that must be measured to accomplish (or determine a need to revisit) strategy. Instead, the malleability of the scorecard as a means to measure all of the aspects of stakeholder delivery is really indispensable when approaching the complexity of modern organizations. With the advent of triple bottom lines and the demand to measure not just the results but their alleged leading indicators, balanced scorecards have become the standard for how to do so. No strategist or business leader's library should be without this book. It is as vital as is "The Wealth of Nations" to an economist.
Amie Devero, Author of [[ASIN:1434339718 Powered by Principle: Using Core Values to Build World-Class Organizations]]
Excellent
This is a product that help me to alling the objetive of our organization to the lowest levels
A Good Read but One Size does Not Fit All
The world doesn't need another long review of this book or the Balanced Scorecard concept but a little added perspective might be of value. BSC is most useful to organizations that need to jump start (or begin) their strategic planning efforts. The book lays out a practical and useful guide to do just that but many companies end up allowing BSC to become all consuming and not a means to an end. For this and other reasons, the majority of organizations don't follow through. The process described in this book is easy to read and absorb and consequently has a loyal following of adherents -- some of whom claim substantive results in their companies as a result. With the caveat that one size does not fit all, I would recommend this book as a component of your readings on business strategy and execution.
Although Great, it is Better in Hindsight
Balanced scorecards have become ubiquitous in modern business parlance. But to really understand their power and elegance requires an understanding of strategy mapping as depicted in Norton and Kaplan's other books. Because those other books were written later than this one, the deeper power of the scorecards really emerges in the follow-up to strategy mapping. Nonetheless, this is a cornerstone of any strategist's library, depicting the methodology that has become rightfully synonymous with measuring strategy. The real beauty of this approach does not lie only in its extraordinary identification of the key perspectives that must be measured to accomplish (or determine a need to revisit) strategy. Instead, the malleability of the scorecard as a means to measure all of the aspects of stakeholder delivery is really indispensable when approaching the complexity of modern organizations. With the advent of triple bottom lines and the demand to measure not just the results but their alleged leading indicators, balanced scorecards have become the standard for how to do so. No strategist or business leader's library should be without this book. It is as vital as is "The Wealth of Nations" to an economist.
Amie Devero, Author of [[ASIN:1434339718 Powered by Principle: Using Core Values to Build World-Class Organizations]]
Excellent
This is a product that help me to alling the objetive of our organization to the lowest levels
A Good Read but One Size does Not Fit All
The world doesn't need another long review of this book or the Balanced Scorecard concept but a little added perspective might be of value. BSC is most useful to organizations that need to jump start (or begin) their strategic planning efforts. The book lays out a practical and useful guide to do just that but many companies end up allowing BSC to become all consuming and not a means to an end. For this and other reasons, the majority of organizations don't follow through. The process described in this book is easy to read and absorb and consequently has a loyal following of adherents -- some of whom claim substantive results in their companies as a result. With the caveat that one size does not fit all, I would recommend this book as a component of your readings on business strategy and execution.
Although Great, it is Better in Hindsight
Balanced scorecards have become ubiquitous in modern business parlance. But to really understand their power and elegance requires an understanding of strategy mapping as depicted in Norton and Kaplan's other books. Because those other books were written later than this one, the deeper power of the scorecards really emerges in the follow-up to strategy mapping. Nonetheless, this is a cornerstone of any strategist's library, depicting the methodology that has become rightfully synonymous with measuring strategy. The real beauty of this approach does not lie only in its extraordinary identification of the key perspectives that must be measured to accomplish (or determine a need to revisit) strategy. Instead, the malleability of the scorecard as a means to measure all of the aspects of stakeholder delivery is really indispensable when approaching the complexity of modern organizations. With the advent of triple bottom lines and the demand to measure not just the results but their alleged leading indicators, balanced scorecards have become the standard for how to do so. No strategist or business leader's library should be without this book. It is as vital as is "The Wealth of Nations" to an economist.
Amie Devero, Author of [[ASIN:1434339718 Powered by Principle: Using Core Values to Build World-Class Organizations]]
Excellent
This is a product that help me to alling the objetive of our organization to the lowest levels
A Good Read but One Size does Not Fit All
The world doesn't need another long review of this book or the Balanced Scorecard concept but a little added perspective might be of value. BSC is most useful to organizations that need to jump start (or begin) their strategic planning efforts. The book lays out a practical and useful guide to do just that but many companies end up allowing BSC to become all consuming and not a means to an end. For this and other reasons, the majority of organizations don't follow through. The process described in this book is easy to read and absorb and consequently has a loyal following of adherents -- some of whom claim substantive results in their companies as a result. With the caveat that one size does not fit all, I would recommend this book as a component of your readings on business strategy and execution.
Although Great, it is Better in Hindsight
Balanced scorecards have become ubiquitous in modern business parlance. But to really understand their power and elegance requires an understanding of strategy mapping as depicted in Norton and Kaplan's other books. Because those other books were written later than this one, the deeper power of the scorecards really emerges in the follow-up to strategy mapping. Nonetheless, this is a cornerstone of any strategist's library, depicting the methodology that has become rightfully synonymous with measuring strategy. The real beauty of this approach does not lie only in its extraordinary identification of the key perspectives that must be measured to accomplish (or determine a need to revisit) strategy. Instead, the malleability of the scorecard as a means to measure all of the aspects of stakeholder delivery is really indispensable when approaching the complexity of modern organizations. With the advent of triple bottom lines and the demand to measure not just the results but their alleged leading indicators, balanced scorecards have become the standard for how to do so. No strategist or business leader's library should be without this book. It is as vital as is "The Wealth of Nations" to an economist.
Amie Devero, Author of [[ASIN:1434339718 Powered by Principle: Using Core Values to Build World-Class Organizations]]
Excellent
This is a product that help me to alling the objetive of our organization to the lowest levels
A Good Read but One Size does Not Fit All
The world doesn't need another long review of this book or the Balanced Scorecard concept but a little added perspective might be of value. BSC is most useful to organizations that need to jump start (or begin) their strategic planning efforts. The book lays out a practical and useful guide to do just that but many companies end up allowing BSC to become all consuming and not a means to an end. For this and other reasons, the majority of organizations don't follow through. The process described in this book is easy to read and absorb and consequently has a loyal following of adherents -- some of whom claim substantive results in their companies as a result. With the caveat that one size does not fit all, I would recommend this book as a component of your readings on business strategy and execution.
Although Great, it is Better in Hindsight
Balanced scorecards have become ubiquitous in modern business parlance. But to really understand their power and elegance requires an understanding of strategy mapping as depicted in Norton and Kaplan's other books. Because those other books were written later than this one, the deeper power of the scorecards really emerges in the follow-up to strategy mapping. Nonetheless, this is a cornerstone of any strategist's library, depicting the methodology that has become rightfully synonymous with measuring strategy. The real beauty of this approach does not lie only in its extraordinary identification of the key perspectives that must be measured to accomplish (or determine a need to revisit) strategy. Instead, the malleability of the scorecard as a means to measure all of the aspects of stakeholder delivery is really indispensable when approaching the complexity of modern organizations. With the advent of triple bottom lines and the demand to measure not just the results but their alleged leading indicators, balanced scorecards have become the standard for how to do so. No strategist or business leader's library should be without this book. It is as vital as is "The Wealth of Nations" to an economist.
Amie Devero, Author of [[ASIN:1434339718 Powered by Principle: Using Core Values to Build World-Class Organizations]]
Excellent
This is a product that help me to alling the objetive of our organization to the lowest levels
A Good Read but One Size does Not Fit All
The world doesn't need another long review of this book or the Balanced Scorecard concept but a little added perspective might be of value. BSC is most useful to organizations that need to jump start (or begin) their strategic planning efforts. The book lays out a practical and useful guide to do just that but many companies end up allowing BSC to become all consuming and not a means to an end. For this and other reasons, the majority of organizations don't follow through. The process described in this book is easy to read and absorb and consequently has a loyal following of adherents -- some of whom claim substantive results in their companies as a result. With the caveat that one size does not fit all, I would recommend this book as a component of your readings on business strategy and execution.
Although Great, it is Better in Hindsight
Balanced scorecards have become ubiquitous in modern business parlance. But to really understand their power and elegance requires an understanding of strategy mapping as depicted in Norton and Kaplan's other books. Because those other books were written later than this one, the deeper power of the scorecards really emerges in the follow-up to strategy mapping. Nonetheless, this is a cornerstone of any strategist's library, depicting the methodology that has become rightfully synonymous with measuring strategy. The real beauty of this approach does not lie only in its extraordinary identification of the key perspectives that must be measured to accomplish (or determine a need to revisit) strategy. Instead, the malleability of the scorecard as a means to measure all of the aspects of stakeholder delivery is really indispensable when approaching the complexity of modern organizations. With the advent of triple bottom lines and the demand to measure not just the results but their alleged leading indicators, balanced scorecards have become the standard for how to do so. No strategist or business leader's library should be without this book. It is as vital as is "The Wealth of Nations" to an economist.
Amie Devero, Author of [[ASIN:1434339718 Powered by Principle: Using Core Values to Build World-Class Organizations]]
Excellent
This is a product that help me to alling the objetive of our organization to the lowest levels
A Good Read but One Size does Not Fit All
The world doesn't need another long review of this book or the Balanced Scorecard concept but a little added perspective might be of value. BSC is most useful to organizations that need to jump start (or begin) their strategic planning efforts. The book lays out a practical and useful guide to do just that but many companies end up allowing BSC to become all consuming and not a means to an end. For this and other reasons, the majority of organizations don't follow through. The process described in this book is easy to read and absorb and consequently has a loyal following of adherents -- some of whom claim substantive results in their companies as a result. With the caveat that one size does not fit all, I would recommend this book as a component of your readings on business strategy and execution.
Although Great, it is Better in Hindsight
Balanced scorecards have become ubiquitous in modern business parlance. But to really understand their power and elegance requires an understanding of strategy mapping as depicted in Norton and Kaplan's other books. Because those other books were written later than this one, the deeper power of the scorecards really emerges in the follow-up to strategy mapping. Nonetheless, this is a cornerstone of any strategist's library, depicting the methodology that has become rightfully synonymous with measuring strategy. The real beauty of this approach does not lie only in its extraordinary identification of the key perspectives that must be measured to accomplish (or determine a need to revisit) strategy. Instead, the malleability of the scorecard as a means to measure all of the aspects of stakeholder delivery is really indispensable when approaching the complexity of modern organizations. With the advent of triple bottom lines and the demand to measure not just the results but their alleged leading indicators, balanced scorecards have become the standard for how to do so. No strategist or business leader's library should be without this book. It is as vital as is "The Wealth of Nations" to an economist.
Amie Devero, Author of [[ASIN:1434339718 Powered by Principle: Using Core Values to Build World-Class Organizations]]
Excellent
This is a product that help me to alling the objetive of our organization to the lowest levels
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