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HBR: Using the Balanced Scorecard as a Strategic Management System

Project request submitted by Dave Tracy


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PROJECT DESCRIPTION

Presentation based on the HBR article, "Using the Balanced Scorecard as a Strategic Management System," authored by Kaplan and Norton. This article is on the list of "HBR's Must-Reads on Strategy."

This project will convert the article into an instructional presentation along with slide templates/diagrams for use in our own presentations.

Intro to the article:
Why do budgets often bear little direct relation to a company’s long-term strategic objectives? Because they don’t take enough into consideration. A balanced scorecard augments traditional financial measures with benchmarks for performance in three key nonfinancial areas:
* a company’s relationship with its
customers
* its key internal processes
* its learning and growth.

When performance measures for these areas are added to the financial metrics, the result is not only a broader perspective on the company’s health and activities, it’s also a powerful organizing framework. A sophisticated instrument panel for coordinating and fine-tuning a company’s operations and businesses so that all activities are aligned with its strategy.

SUPPORTING ATTACHMENTS

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