Comparer des méthodes

	Mesure de performance du Tableau de Bord Prospectif	Échelle d'orientation stratégique
Domaine	Management stratégique	Management stratégique
Famille	Process / pipeline	Process / pipeline
Année d'origine	1992	1978
Auteur d'origine	Robert S. Kaplan and David P. Norton	Miles and Snow; extended by Miller and Friesen
Type	Organizational performance measurement and management system	Organizational self-report questionnaire
Source fondatrice	Kaplan, R. S., & Norton, D. P. (1992). The balanced scorecard: Measures that drive performance. Harvard Business Review, 70(1), 71–79.	Miles, R. E., & Snow, C. C. (1978). Organizational strategy, structure, and process. McGraw-Hill.
Alias	BSC, Balanced Scorecard Framework, Kaplan-Norton Scorecard	Strategic Posture Scale, Miller-Friesen Framework
Apparentées	5	5
Résumé	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.	Strategic Orientation refers to the fundamental approach an organization adopts when competing in its market, encompassing its competitive strategy, market focus, and organizational design. Miles and Snow's (1978) foundational framework identifies four strategic postures: Defenders (focus on stable market segments, operational efficiency, and incremental innovation), Prospectors (pursue new market opportunities, drive innovation, accept higher risk), Analyzers (balance efficiency and innovation, serve established markets while exploring adjacent opportunities), and Reactors (lack clear strategy, respond reactively to environmental pressures). This scale operationalizes Miles and Snow's framework, revealing an organization's strategic type and fit with its environment and structure.