Translating strategy into action: the balanced scorecard
Kaplan, Robert S.
Translating strategy into action: the balanced scorecard - Boston Harvard Business School Press 1996 - xi, 322p. 25cm.
Claims to present a management system that can channel the energies, abilities and specific knowledge held by people throughout an organisation towards achieving long-term strategic goals. Through case studies shows how to use measures in four categories - financial performance, customer knowledge, internal business processes, and learning and growth - to align individual, organisational and cross-departmental initiatives.
0875846513
MANAGEMENT TECHNIQUES
MANAGEMENT SYSTEMS
658.409
Translating strategy into action: the balanced scorecard - Boston Harvard Business School Press 1996 - xi, 322p. 25cm.
Claims to present a management system that can channel the energies, abilities and specific knowledge held by people throughout an organisation towards achieving long-term strategic goals. Through case studies shows how to use measures in four categories - financial performance, customer knowledge, internal business processes, and learning and growth - to align individual, organisational and cross-departmental initiatives.
0875846513
MANAGEMENT TECHNIQUES
MANAGEMENT SYSTEMS
658.409