搜索
UsingtheBalancedScorecardasaStrategicManagementSystembyRobertS.KaplanandDavidP.NortonReprint96107HarvardBusinessReviewJANUARY-FEBRUARY1996ReprintNumberHarvardBusinessReviewHENRYW.CHESBROUGH,DAVIDJ.TEECEWHENISVIRTUALVIRTUOUS?ORGANIZINGFORINNOVATION96103ROBERTS.KAPLANUSINGTHEBALANCEDSCORECARDASASTRATEGIC96107ANDDAVIDP.NORTONMANAGEMENTSYSTEMROBINCOOPERANDW.BRUCECHEWCONTROLTOMORROW’SCOSTSTHROUGHTODAY’SDESIGNS96104JOHNA.QUELCHANDDAVIDHARDINGBRANDSVERSUSPRIVATELABELS:FIGHTINGTOWIN96109PETERNAVARROELECTRICUTILITIES:THEARGUMENTFOR96110RADICALDEREGULATIONPATRICIAL.ANSLINGERGROWTHTHROUGHACQUISITIONS:AFRESHLOOK96101ANDTHOMASE.COPELANDPETERTUFANOHOWFINANCIALENGINEERINGCANADVANCE96112CORPORATESTRATEGYDAWNIACOBUCCIHBRCASESTUDYTHEQUALITYIMPROVEMENTCUSTOMERSDIDN’TWANT96106PAULKRUGMANWORLDVIEWACOUNTRYISNOTACOMPANY96108JOANNESCHEFFANDSOCIALENTERPRISEPHILIPKOTLERHOWTHEARTSCANPROSPERTHROUGH96111STRATEGICCOLLABORATIONSBILLGATESBOOKSINREVIEWWHATILEARNEDFROMWARRENBUFFETT96105WARRENBENNISBOOKSINREVIEWANDHARRYLEVINSONTWOVIEWSOFLEADERSHIP96102HARVARDBUSINESSREVIEWJanuary-February1996Copyright©1996bythePresidentandFellowsofHarvardCollege.Allrightsreserved.Ascompaniesaroundtheworldtransformthem-selvesforcompetitionthatisbasedoninforma-tion,theirabilitytoexploitintangibleassetshasbe-comefarmoredecisivethantheirabilitytoinvestinandmanagephysicalassets.Severalyearsago,inrecognitionofthischange,weintroducedacon-ceptwecalledthebalancedscorecard.Thebalancedscorecardsupplementedtraditionalfinancialmea-sureswithcriteriathatmeasuredperformancefromthreeadditionalperspectives–thoseofcus-tomers,internalbusinessprocesses,andlearningandgrowth.(Seethechart“TranslatingVisionandStrategy:FourPerspectives.”)Itthereforeenabledcompaniestotrackfinancialresultswhilesimulta-neouslymonitoringprogressinbuildingthecapa-bilitiesandacquiringtheintangibleassetstheywouldneedforfuturegrowth.Thescorecardwasn’tareplacementforfinancialmeasures;itwastheircomplement.Recently,wehaveseensomecompaniesmovebeyondourearlyvisionforthescorecardtodis-coveritsvalueasthecornerstoneofanewstrategicmanagementsystem.Usedthisway,thescorecardaddressesaseriousdeficiencyintraditionalman-agementsystems:theirinabilitytolinkacompa-ny’slong-termstrategywithitsshort-termactions.Mostcompanies’operationalandmanagementcontrolsystemsarebuiltaroundfinancialmea-suresandtargets,whichbearlittlerelationtothecompany’sprogressinachievinglong-termstrate-gicobjectives.Thustheemphasismostcompaniesplaceonshort-termfinancialmeasuresleavesagapbetweenthedevelopmentofastrategyanditsim-plementation.Managersusingthebalancedscorecarddonothavetorelyonshort-termfinancialmeasuresasthesoleindicatorsofthecompany’sperformance.Thescorecardletsthemintroducefournewman-agementprocessesthat,separatelyandincombina-tion,contributetolinkinglong-termstrategicob-jectiveswithshort-termactions.(Seethechart“ManagingStrategy:FourProcesses.”)Thefirstnewprocess–translatingthevision–helpsmanagersbuildaconsensusaroundtheorga-nization’svisionandstrategy.Despitethebestin-tentionsofthoseatthetop,loftystatementsaboutbecoming“bestinclass,”“thenumberonesupplier,”Buildingascorecardcanhelpmanagerslinktoday’sactionswithtomorrow’sgoals.UsingtheBalancedScorecardasaStrategicManagementSystembyRobertS.KaplanandDavidP.NortonRobertS.KaplanistheArthurLowesDickinsonProfes-sorofAccountingattheHarvardBusinessSchoolinBoston,Massachusetts.DavidP.NortonisthefounderandpresidentofRenaissanceSolutions,aconsultingfirminLincoln,Massachusetts.Theyaretheauthorsof“TheBalancedScorecard–MeasuresThatDrivePerfor-mance”(HBRJanuary-February1992)and“PuttingtheBalancedScorecardtoWork”(HBRSeptember-October1993).KaplanandNortonhavealsowrittenabookonthebalancedscorecardtobepublishedinSeptember1996bytheHarvardBusinessSchoolPress.oran“empoweredorganization”don’ttranslateeasilyintooperationaltermsthatprovideusefulguidestoactionatthelocallevel.Forpeopletoactonthewordsinvisionandstrategystatements,thosestatementsmustbeexpressedasaninte-gratedsetofobjectivesandmeasures,agreeduponbyallseniorexecutives,thatdescribethelong-termdriversofsuccess.Thesecondprocess–communicatingandlink-ing–letsmanagerscommunicatetheirstrategyupanddowntheorganizationandlinkittodepart-mentalandindividualobjectives.Traditionally,de-partmentsareevaluatedbytheirfinancialperfor-mance,andindividualincentivesaretiedtoshort-termfinancialgoals.Thescorecardgivesmanagersawayofensuringthatalllevelsoftheorganizationunderstandthelong-termstrategyandthatbothde-partmentalandindividualobjectivesarealignedwithit.Thethirdprocess–businessplanning–enablescompaniestointegratetheirbusinessandfinancialplans.Almostallorganizationstodayareimple-mentingavarietyofchangeprograms,eachwithitsownchampions,gurus,andconsul-tants,andeachcompetingforseniorexecutives’time,energy,andre-sources.Managersfinditdifficulttointegratethosediverseinitiativestoachievetheirstrategicgoals–asitua-tionthatleadstofrequentdisap-pointmentswiththeprograms’re-sults.Butwhenmanagersusetheambitiousgoalssetforbalancedscorecardmea-suresasthebasisforallocatingresourcesands