Robert S. Kaplan, David P. Norton, and Bjarne Rugelsjoen

Why do alliances fail so often? The prime culprit is the way they are traditionally organized and managed. Most alliances are defined by service level agreements (SLAs) that identify what each side commits to delivering rather than what each hopes to gain from the partnership. The SLAs emphasize operational performance metrics rather than strategic objectives, and all too often those metrics become outdated as the … [ Read more ]

Building a Strategy-focused Organization

Strategy is very important, but as these co-authors point out, managers’ ability to execute strategy can be more important than the strategy itself. Authors of The Balanced Scoreboard, one of the most influential business books of the last 25 years, Messrs. Kaplan and Norton argue that successful organizations create a performance management program that puts strategy at the center of its management processes. In the … [ Read more ]

Alignment: Using the Balanced Scorecard to Create Corporate Synergies

Most organizations consist of multiple business and support units, each populated by highly trained, experienced executives. But often the efforts of individual units are not coordinated, resulting in conflicts, lost opportunities, and diminished performance.

Robert S. Kaplan and David P. Norton argue that the responsibility for this critical alignment lies with corporate headquarters. In this book, the authors apply their revolutionary Balanced Scorecard management system to … [ Read more ]

Keeping Your Balance With Customers

Using the Balanced Scorecard approach, Robert S. Kaplan, of Harvard Business School, and David P. Norton analyze the four essentials of customer management: customer selection, acquisition, retention, and growth.

Partnering and the Balanced Scorecard

Created in 1992, the Balanced Scorecard has become an effective tool for managing strategy. Now authors Robert S. Kaplan and David P. Norton propose using it to communicate values and vision to employees and partners. The payoff? Better strategic relationships with partners.

The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment

In the latest entry in their series on the Balanced Scorecard (BSC), Kaplan and Norton describe in detail how private- and public-sector organizations have used the BSC to translate strategy into operational terms and align the organization with it. This is much more than a performance-measurement tool – the authors show how the BSC is an essential communications tool.