Balanced Scorecard Performance Measure
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.
Изворни запис
Цитирани радови су копирани дословно из изворног записа методе. Из њих се не изводи верификација на нивоу тврдње.
- 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. Harvard Business School Press. · URL
- Niven, P. R. (2002). Balanced scorecard step-by-step: Maximizing performance and maintaining results. John Wiley & Sons. · URL
Куроване тврдње
Тврдње су сачуване у регистру доказа, свака са својом проценом.
Овај приказ не измишља процену тврдње када регистар нема ниједну.
Сродне методе
Генерисано из графа метода и приказано као машински предложене везе — не изводи се тврдња доказа.