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The Balanced Scorecard: Do’s and Don’ts

First Friday Book Synopsis

In a book published in 1996, The Balanced Scorecard: Translating Strategy Into Action, Robert S. Norton developed in much greater depth and detail a concept they introduced previously in an HBR article (January/February, 1992): the balanced scorecard. Kaplan and David P.

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Balanced Scorecard - The Next Big Thing?

Six Disciplines

Many corporate managers have been introduced to a corporate management system called the Balanced Scorecard. According to the Balanced Scorecard Collaborative almost 75% of companies implementing a BSC will also implement a software solution to automate its process.

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Help Your Team Become More in 2014

Let's Grow Leaders

We’ve debated what defines a “balanced scorecard” and negotiated performance objectives down to the […] The post Help Your Team Become More in 2014 appeared first on Let's Grow Leaders.

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The Strategy Book

Leading Blog

The tools include: SWOT analysis, Porter's 5 forces of competition, McKinsey's 7-S framework, BCG’s product portfolio matrix, Kim and Mauborgne's blue ocean, Kaplan and Norton's balanced scorecard, Mintzberg’s deliberate and emergent, Prahalad's bottom of the pyramid and twenty-one more. * * * Like us on Facebook for additional leadership and personal (..)

Strategy 282
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A Closed-Loop Strategy Execution System

Six Disciplines

Norton (creators of the Balanced Scorecard) offer their insights concerning the "rules" of successful strategy execution: The failure to balance the tensions between strategy and operations (execution) is pervasive. Plan Operations: improve key processes; develop sales plan; plan resource capacity; prepare budgets.

System 98
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The Disconnect Between Strategy And Execution

Six Disciplines

While all of us agree there's a disconnect between strategy formulation and strategy execution, the developers of the Balanced Scorecard (Robert Kaplan and David Norton) offer up this terrifying observation: On average, 95% of a company's employees are unaware of, or do not understand, its strategy.

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A Closed-Loop Strategy Execution System

Six Disciplines

Norton (creators of the Balanced Scorecard) offer their insights concerning the "rules" of successful strategy execution: The failure to balance the tensions between strategy and operations (execution) is pervasive. Plan Operations: improve key processes; develop sales plan; plan resource capacity; prepare budgets.

System 85