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Management - Balanced Scorecard - BSC 

The Balanced Scorecard is a popular tool for strategy implementation with the help of metrics. There are many aspects related to the Balanced Scorecard, and the links on this site lead you to information that covers a variety of these issues, for instance:
- BSC implementation - success factors and    pitfalls
- BSC for different types of organizations, like SMEs
- tayloring the BSC to your needs 


Featured Book
 How Will You Measure Your Life? by 2013 Thinkers50 Award Winner Clayton M. Christensen



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11 November 2013

A Pragmatic Assessment of the Balance Scorecard An Evaluation of a New Performance Management System for use in a NHS Multi- Agency Setting in the UK. Despite worldwide popularity, Balanced Scorecard (BSC) usage in local public sector NHS organisations is rare. This paper conditionally outlines grounds supporting such usage.  2002  
Balanced Scorecard Implementation in SME's Recent research indicates that the quality of strategic planning is likely to have a direct impact on business performance. These findings, however, challenge SMEs with squaring improved strategic planning with the competitive advantages of being a “simple” and highly responsive organisation. 2001  
Balanced Scorecard implementation in SMEs: reflection on literature and practice Research has indicated that the degree of strategic planning in organisations is likely to have a direct impact on business performance and business evaluation. However, these findings leave small and medium- sized businesses (SMEs) in particular, with the challenge of matching the requirement for an improved strategic planning processes with the competitive advantage associated with being a “simple” and highly responsive organisation.  new
Classification Of Balanced Scorecards Based on their Intended Use This paper describes a classification of Balanced Scorecard designs based on intended method of use within an organisation.   
Conceptual Foundations of the Balanced Scorecard  Working Paper by Robert S. Kaplan.  This paper describes the roots and motivation for the original Balanced Scorecard article as well as the subsequent innovations that connected it to a larger management literature.  pdf 2010 new TOP
Development of the 3rd Generation Balanced Scorecard Evolution of the Balanced Scorecard into an effective strategic performance management tool. This paper describes the changes to the definition of the Balanced Scorecard that have occurred since it became popular as a performance measurement framework during the early 1990s.  new
Does a Balanced Scorecard Management Cockpit Increase Strategy Implementation Performance? Findings of a series of experiments using a system dynamics based micro-world.   
Guidelines for Implementing Balanced Scorecard The implementation of a BSC should always be organized as a separate management system development project. The project should be planned in the same detail as any other project in the organization and standard project management procedures should be followed.  new
How to Build a BSC This three-part e-article describes how to do it using a step-by-step process.  
Lessons Learned Lessons Learned in Implementing Balanced Measures By Members of the Balanced Scorecard Interest Group.   
Link Sustainability to Corporate Strategy Using the Balanced Scorecard A strategy - based balanced scorecard system aligned with principles of the Triple Bottom Line offers a way to accomplish social and environmental goals while integrating them fully with financial performance and competitive advantage.  new
Merging the Balanced Scorecard and Business Intelligence Even companies that embrace the Balanced Scorecard often take a backward approach to monitoring performance. Many organizations choose metrics based on how much effort data collection requires.  
Success without the pitfalls Like any business process or application, it has its problems.  The advantages of the Balanced Scorecard are well publicised, so in this briefing the author would like to concentrate upon two topics.  
The BSC as a Communication Protocol in Organisations The BSC framework, and the processes associated with Scorecard design are more fundamentally concerned with communication and articulation of strategy at operational levels. The paper reports on research carried out in a multi-divisional organisation, and shows how a modified Balanced Scorecard design process allowed a firm to rationalise its strategic communication.  
The BSC in Higher Education Beyond Reports and Rankings. More commonly used in the commercial sector, this approach to strategic assessment can be adapted to higher education.   
The challenge of implementing the Balanced Scorecard Companies that start with a performance measurement system face difficulties with the implementation. This paper proposes some potential solutions based on the research literature.  new
The Importance of Activity-Based Costing/Management to the Balanced Scorecard This article considers how Activity Based Costing and Management (ABC/M) approaches may complement a balanced scorecard effort. Attention is paid to the critical success factors in ensuring that ABC/M adds value to the balanced scorecard initiative.   
The reception pattern of the balanced scorecard: Accounting for interpretative viability Against the background of the evolving management fashion literature the authors discuss the ‘reception pattern’ of the Balanced Scorecard (BSC) in the Netherlands. The paper offers a framework to show how BSC-discourse and its actual use have developed in interrelated yet loosely coupled ways.   
The Service Desk Balanced Scorecard Today’s service desk technologies and reporting packages make it easy to capture copious amounts of performance data. Despite all of the data service desk managers have at their fingertips, most can’t answer a very basic question: How is my service desk performing? The balanced scorecard resolves this dilemma by combining the most important service desk KPIs into a single, overall measure of service desk performance.  new
Translating Strategy into Action The BSC as a new approach to implementing strategy. This white paper describes an integrated management approach that enables complex businesses to effectively harness their capabilities and to achieve their strategic objectives.   
Using Balanced Scorecard for Subcontractor Performance Appraisal Being regarded as a reliable and practical means for performance evaluation, the balanced scorecard should have a high potential for improving the quality subcontractor appraisal decisions. This paper discusses the issues in developing a balanced scorecard model for subcontractor performance appraisal.   
Using the Balanced Scorecard to Facilitate Strategic Management at an Academic Information Service This article reports on the implementation of the Balanced Scorecard model for facilitating strategic management at the Academic Information Service (academic library) of the University of Pretoria, South Africa.  
Why Balanced Scorecards Fail Most Balanced Scorecards fail because they lack a sound foundation.  



Publications Literature
The Balanced Scorecard & Performance Improvement: Using the balanced scorecard to combine viewpoints of company success   
By David Chaudron, PhD   
No manager can ignore the bottom line – the key indicator of what has happened (i.e., a “lagging indicator”). But you need a “balanced scorecard” to measure not just how you’ve been doing, but also how well you are doing (“current indicators”) and can expect to do in the future (“leading indicators”). Then you’ll have clear picture of reality
For more book recommendations see our bookstore

Balanced Scorecard Step-by-Step: Maximizing Performance and Maintaining Results
by Paul R. Niven
This book explains how an organization can measure and manage performance with the Balanced Scorecard methodology. It provides extensive background on performance management and the Balanced Scorecard, and focuses on guiding a team through the step-by-step development and ongoing implementation of a Balanced Scorecard system

The Balanced Scorecard: Measures That Drive Performance (HBR OnPoint Enhanced Edition)
by Robert S. Kaplan, David P. Norton
During a year-long research project, the authors developed a "balanced scorecard" performance measurement system that allows executives to view a company from several perspectives simultaneously. The scorecard includes financial measures that reveal the results of actions already taken, as well as three sets of operational measures that show customer satisfaction, internal processes, and the organization's ability to learn and improve.

The Balanced Scorecard : Translating Strategy into Action 
by Robert S. Kaplan, David P. Norton
Here is the book--by the recognized architects of the Balanced Scorecard--that shows how managers can use this revolutionary tool to mobilize their people to fulfill the company's mission. More than just a measurement system, the Balanced Scorecard is a management system that can channel the energies, abilities, and specific knowledge held by people throughout the organization toward achieving long-term strategic goals.

Using the Balanced Scorecard as a Strategic Management System (HBR OnPoint Enhanced Edition)
by Robert S. Kaplan, David P. Norton
Several years ago, Robert S. Kaplan and David P. Norton introduced the balanced scorecard, which enabled companies to track financial results while monitoring progress in building the capabilities they would need for growth. Recently, some companies have gone further and discovered the scorecard's value as the cornerstone of a new strategic management system. 

Having Trouble with Your Strategy? Then Map It (HBR OnPoint Enhanced Edition)
by Robert S. Kaplan, David P. Norton
If you were a military general on the march, you'd want your troops to have plenty of maps--detailed information about the mission they were on, the roads they would travel, the campaigns they would undertake, and the weapons at their disposal. The same holds true in business: a workforce needs clear and detailed information to execute a business strategy successfully. Authors Robert Kaplan and David Norton, cocreators of the balanced scorecard, have adapted that seminal tool to create strategy maps. Strategy maps let an organization describe and illustrate--in clear and general language--its objectives, initiatives, targets markets, performance measures, and the links between all the pieces of its strategy.



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Status: 03. Juli 2015