The Balanced Scorecard: Translating Strategy into Action
The Balanced Scorecard: Translating Strategy into Action explains how organisations can turn vision and strategy into a coordinated set of performance measures. It covers the framework’s four perspectives, the steps for building scorecards and their use as a driver of change.
At a glance
- Explains a strategy framework built around financial, customer, internal-process, and learning-and-growth perspectives.
- Discusses balancing short- and long-term objectives, desired outcomes and the drivers of those outcomes.
- Covers theory, steps for developing organisational scorecards and using the approach to support change.
Often bought together
Pros and cons
Pros
- Connects strategy with a structured set of performance measures across four distinct perspectives.
- Includes both the conceptual foundations and practical steps for building a scorecard.
Technical specifications
9 specifications| Publisher | Harvard Business Review Press |
|---|---|
| Publication date | 1 Sept. 1996 |
| Edition | First Edition, Eighth Impression |
| Language | English |
| Print length | 336 pages |
| ISBN-10 | 9780875846514 |
| ISBN-13 | 978-0875846514 |
| Weight listed | 658 g |
|---|---|
| Dimensions | 17.15 x 3.18 x 24.77 cm |
Who is it for?
A good fit for
- Readers studying strategic management and performance measurement.
- Organisations and managers considering how to design or implement a Balanced Scorecard.
Less suited to
- Readers seeking a contemporary overview of business strategy unrelated to performance measurement.
- Readers wanting a short introductory pamphlet rather than a 336-page treatment.
Customer reviews on Amazon
- 5 stars
65% 65% - 4 stars
18% 18% - 3 stars
8% 8% - 2 stars
4% 4% - 1 star
5% 5%
Customer feedback describes the book as an important strategic-management resource and highlights its content, comprehensiveness, readability and value. Clarity is more mixed, with some finding it easy to follow and others describing it as tedious. For readers applying the four-perspective framework, that difference may matter when working through the book’s detailed explanation and implementation discussion.
Positive themes
- Customer feedback highlights the content and comprehensive treatment.
- Readability and value are also mentioned positively.
Mixed feedback
- Feedback on clarity varies, with some finding the book easy to follow and others finding it tedious.
Frequently asked questions
What framework does the book explain?
It describes the Balanced Scorecard as a way to translate an organisation’s vision and strategy into performance measures across financial, customer, internal-process, and learning-and-growth perspectives.
Does it cover implementation as well as theory?
Yes. The supplied description says it presents theoretical foundations, steps organisations can take to build their own scorecards, and discussion of the scorecard as a driver of change.
Who may find it useful?
It is aimed at readers interested in strategic management, performance measures and developing or implementing an organisational Balanced Scorecard.
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