Dossier de preuve de méthode

Balanced Scorecard for Public Sector

The Balanced Scorecard is a strategic management framework that translates an organisation's mission and strategy into a coherent set of performance measures spread across multiple perspectives, so that managers see the business from more than the financial angle alone. Introduced by Robert Kaplan and David Norton in their 1992 Harvard Business Review article and expanded in their 1996 book, it was conceived for firms but has been widely adapted to government and non-profit settings. In the public-sector adaptation the perspectives are reordered: the mission and the citizen or stakeholder outcome sit at the top, while financial resources become an enabling constraint rather than the ultimate goal.

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Balanced Scorecard Applied to Public Sector Organisations

Dossier de méthode taxonomique · process-pipeline / public-administration

Kaplan, R. S., & Norton, D. P. (1992). The Balanced Scorecard—Measures That Drive Performance. Harvard Business Review, 70(1), 71–79. · URL
Kaplan, R. S., & Norton, D. P. (1996). The Balanced Scorecard: Translating Strategy into Action. Boston: Harvard Business School Press. · ISBN 9780875846514

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Méthodes apparentées

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Same method familyBalanced Scorecard Performance Measuremachine-suggested · Relational suggestion, not evidence.Same method familyGovernment Performance Dashboardmachine-suggested · Relational suggestion, not evidence.Same method familyGovernment Performance Measurementmachine-suggested · Relational suggestion, not evidence.Same method familyPublic Value Measurementmachine-suggested · Relational suggestion, not evidence.