Сравнение на методи

	Public Sector Innovation Assessment	Мерна единица за ефективност „Балансирано табло за управление“
Област	Public Administration	Стратегически мениджмънт
Семейство	Process / pipeline	Process / pipeline
Година на възникване	2008	1992
Създател	OECD Observatory of Public Sector Innovation	Robert S. Kaplan and David P. Norton
Тип	Framework for assessing public-sector innovation and capacity	Organizational performance measurement and management system
Основополагащ източник	OECD Observatory of Public Sector Innovation (OPSI). Frameworks and case studies on public-sector innovation. Paris: OECD.	Kaplan, R. S., & Norton, D. P. (1992). The balanced scorecard: Measures that drive performance. Harvard Business Review, 70(1), 71–79.
Други названия	Government Innovation Assessment, Public Innovation Measurement, Public-Sector Innovation Capacity Assessment, Innovation in Government Evaluation	BSC, Balanced Scorecard Framework, Kaplan-Norton Scorecard
Свързани	4	5
Резюме	Public sector innovation assessment is a structured method for examining how, how much and how effectively a government organization innovates — generating and implementing novel services, processes, policies and governance arrangements that create public value. Drawing on the work of the OECD Observatory of Public Sector Innovation and on Mark Moore and Jean Hartley's analysis of innovations in governance, it classifies the types of innovation under way, assesses the conditions that enable or block them, evaluates their outcomes, and rates the organization's innovation capacity. Unlike private-sector innovation metrics built around patents and market share, public-sector assessment centers on public value, legitimacy and the distinctive incentives and constraints of government.	The Balanced Scorecard (BSC) is a strategic management system that translates organizational strategy into a coherent set of performance measures across four perspectives: Financial, Customer, Internal Process, and Learning and Growth. Developed by Kaplan and Norton (1992) in Harvard Business Review, the BSC addresses a fundamental management gap: most organizations measure what is easy to measure (financial results) while neglecting what drives results (customer satisfaction, operational efficiency, employee capability). By balancing financial outcomes with non-financial drivers, the BSC enables organizations to understand and manage strategy execution, identify causal relationships between performance drivers, and align organizational actions with strategic objectives.