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.
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Book is organized around 5 principles: translating strategy into tactics; aligning structure to strategy; involving everyone; treating strategy as a process; and, strong, focused leadership.