The Balanced Scorecard: Translating Strategy into Action by Robert S. Kaplan and David P. Norton

A management system for turning strategy into results.

 Good Condition – Light shelf and edge wear to the hardcover with minor corner wear; overall presents in very good condition.

Why do so many well-designed strategies fail to actually get executed? Robert Kaplan and David Norton argue that traditional financial reporting only tells half the story, missing the intangible drivers — customer relationships, internal processes, and organizational learning — that determine whether a strategy will actually work. The Balanced Scorecard introduces their influential four-perspective framework for translating a company's vision into a connected set of measurable objectives, moving well beyond the bottom line. Drawing on detailed case studies from companies across banking, oil, insurance, and retail, the authors show how the scorecard can be used not just to measure performance but to actively drive change throughout an organization. First introduced in Harvard Business Review, this book became one of the most influential business management concepts of recent decades.