"In the beginning was darkness. We went to work, did our job (well or otherwise) and went home - day in and day out. We did not have to worry about targets, annual assessments, metric-driven ...

Last time we defined the tools to create the foundation of the balanced scorecard. At this point, a good facilitator has selected and managed the implementation team through the many debates and ...

In my last post, I argued that marketers should use a Balanced Scorecard to measure and manage marketing performance. The Balanced Scorecard was introduced by Robert Kaplan and David Norton in the ...

The balanced scorecard approach to management was first laid out by Robert Kaplan and David Norton in 1992. This broad management strategy that separates an organization's goals into quantifiable ...

Question: Is there some kind of shorthand mechanism that any citizen, organization, institution or corporation can use to measure the effectiveness of its fire department? If there were such a tool, ...

Building a scorecard can help managers link today’s actions with tomorrow’s goals. by Robert S. Kaplan and David P. Norton As companies around the world transform themselves for competition that is ...

The following is reprinted with permission from strategicplanningMD.As simple a concept as balanced scorecards are, organizations still have difficulty implementing them effectively. Although the ...

Ongoing performance evaluations are just as important as the initial vetting process whenever a small business partners with an external marketing agency. A balanced scorecard approach to performance ...

No matter how much we advocate the science of marketing, its art has not disappeared. Take the balanced scorecard, for instance. In the tradition of marketing creativity, a graphical document—the ...

Information Security has long been seen as at odds with business agility and productivity. Whether it uses electronic or physical controls, security often gets a bad reputation for being a burdensome ...

Robert Kaplan seems to come up with one big idea per decade. In the 1980s it was activity-based costing; in the 1990s it was the balanced scorecard. The idea was first set out in an article that ...