This book reviews a new approach that was created by the same people who created the revolutionary performance management tool — Balanced Scorecard. In this book, the authors Robert Kaplan and David Norton share results of detailed research with 200 companies that implemented Balanced Scorecard. The authors have also drawn from in-depth case studies that include CIGNA, Mobil, and AT&T Canada. They illustrate how the adopters have taken Balanced Scorecard tool to next level and created a new performance management framework.
Kaplan and Norton have also articulated the key principles that are required to build strategy-focused organizations. They provide an account of how many different organizations have achieved breakthrough performance through these tools.
The authors developed a Balanced Scorecard in the 1990s for solving measurement problems and later they learned that companies can adopt this to solve more important problems. The authors also understand cause and effect linkages between the mission of the company, its philosophy, core values, and its interpretation of the future. This results in a more innovative and dynamic organization in which the customers get a delightful experience.
All the methods mentioned here are applied to the largest organizations and dramatic results have been observed. The framework includes motivational constructs and rapid organizational change has been identified as the basic driver for building such a framework.
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