平衡计分卡--《哈佛商业评论》原著

•Thebalancedscorecardtracksalltheimportantelementsofacompany’sstrategy—fromcontinuousimprovementandpartnershipstoteamworkandglobalscale.Andthatallowscompaniestoexcel.ReprintR0507QBESTOFHBR1992TheBalancedScorecardMeasuresThatDrivePerformancebyRobertS.KaplanandDavidP.Nortonharvardbusinessreview•thehigh-performanceorganization•july–august2005page1COPYRIGHT©2005HARVARDBUSINESSSCHOOLPUBLISHINGCORPORATION.ALLRIGHTSRESERVED.Thebalancedscorecardtracksalltheimportantelementsofacompany’sstrategy—fromcontinuousimprovementandpartnershipstoteamworkandglobalscale.Andthatallowscompaniestoexcel.Bythe1980s,manyexecutiveswereconvincedthattraditionalmeasuresoffinancialperformancedidn’tletthemmanageeffectivelyandwantedtoreplacethemwithoperationalmeasures.Arguingthatexecutivesshouldtrackbothfinancialandop-erationalmetrics,RobertKaplanandDavidNortonsuggestedfoursetsofparameters.First,howdocustomersseeyourcompany?Findoutbymeasuringleadtimes,quality,performanceandservice,andcosts.Second,whatmustyourcompanyexcelat?Determinetheprocessesandcompetenciesthataremostcritical,andspecifymeasures,suchascycletime,quality,employeeskills,andproductivity,totrackthem.Third,canyourcompanycontinuetoimproveandcreatevalue?Monitoryourabilitytolaunchnewproducts,createmorevalueforcustomers,andimproveop-eratingefficiencies.Fourth,howhasyourcompanydonebyitsshareholders?Measurecashflow,quar-terlysalesgrowth,operatingincomebydivision,andincreasedmarketsharebysegmentandreturnonequity.Thebalancedscorecardletsexecutivesseewhethertheyhaveimprovedinoneareaattheex-penseofanother.Knowingthat,saytheauthors,willprotectcompaniesfrompostingsuboptimalperformance.Whatyoumeasureiswhatyouget.Seniorexec-utivesunderstandthattheirorganization’smea-surementsystemstronglyaffectsthebehaviorofmanagersandemployees.Executivesalsoun-derstandthattraditionalfinancialaccountingmeasureslikereturnoninvestmentandearn-ingspersharecangivemisleadingsignalsforcontinuousimprovementandinnovation—activitiestoday’scompetitiveenvironmentde-mands.Thetraditionalfinancialperformancemeasuresworkedwellfortheindustrialera,buttheyareoutofstepwiththeskillsandcompe-tenciescompaniesaretryingtomastertoday.Asmanagersandacademicresearchershavetriedtoremedytheinadequaciesofcurrentperformancemeasurementsystems,somehavefocusedonmakingfinancialmeasuresmorerelevant.Othershavesaid,‘‘Forgetthefi-nancialmeasures;improveoperationalmea-sureslikecycletimeanddefectrates.Thefi-TheBalancedScorecard•••BESTOFHBR1992harvardbusinessreview•thehigh-performanceorganization•july–august2005page2RobertS.KaplanistheMarvinBowerProfessorofLeadershipDevelopmentatHarvardBusinessSchoolinBoston.HeisacofounderoftheBalancedScorecardCollaborative.DavidP.NortonispresidentandacofounderoftheBalancedScorecardCollaborative,aPalladiumcompany.KaplanandNortonarethecoauthorsofsixHBRarticlesandfourbooksontheBalancedScorecard.nancialresultswillfollow.’’Butmanagersshouldnothavetochoosebetweenfinancialandoperationalmeasures.Inobservingandworkingwithmanycompanies,wehavefoundthatseniorexecutivesdonotrelyononesetofmeasurestotheexclusionoftheother.Theyrealizethatnosinglemeasurecanprovideaclearperformancetargetorfocusattentiononthecriticalareasofthebusiness.Managerswantabalancedpresentationofbothfinancialandoperationalmeasures.Duringayearlongresearchprojectwith12companiesattheleadingedgeofperformancemeasurement,wedeviseda‘‘balancedscore-card’’—asetofmeasuresthatgivestopmanag-ersafastbutcomprehensiveviewofthebusi-ness.Thebalancedscorecardincludesfinancialmeasuresthattelltheresultsofactionsalreadytaken.Anditcomplementsthefinancialmea-sureswithoperationalmeasuresoncustomersatisfaction,internalprocesses,andtheorgani-zation’sinnovationandimprovementactivi-ties—operationalmeasuresthatarethedriversoffuturefinancialperformance.Thinkofthebalancedscorecardasthedialsandindicatorsinanairplanecockpit.Forthecomplextaskofnavigatingandflyingaplane,pilotsneeddetailedinformationaboutmanyaspectsoftheflight.Theyneedinformationonfuel,airspeed,altitude,bearing,destination,andotherindicatorsthatsummarizethecur-rentandpredictedenvironment.Relianceononeinstrumentcanbefatal.Similarly,thecomplexityofmanaginganorganizationtodayrequiresthatmanagersbeabletoviewperfor-manceinseveralareasatonce.Thebalancedscorecardallowsmanagerstolookatthebusinessfromfourimportantper-spectives.(Seetheexhibit‘‘TheBalancedScore-cardLinksPerformanceMeasures.’’)Itprovidesanswerstofourbasicquestions:•Howdocustomersseeus?(customerper-spective)•Whatmustweexcelat?(internalbusinessperspective)•Canwecontinuetoimproveandcreatevalue?(innovationandlearningperspective)•Howdowelooktoshareholders?(finan-cialperspective)Whilegivingseniormanagersinformationfromfourdifferentperspectives,thebalancedscorecardminimizesinformationoverloadbylimitingthenumberofmeasuresused.Compa-niesrarelysufferfromhavingtoofewmea-sures.Morecommonly,theykeepaddingnewmeasureswheneveranemployeeoraconsult-antmakesaworthwhilesuggestion.Oneman-agerdescribedtheprolifer