By Paul R. Niven
''As a practitioner and idea chief, Paul Niven is beautifully bridging the gulf among BSC idea and alertness via hands-on reports and real-world case experiences. The publication presents a realistic highway map, step by step, to devise, execute, and maintain a profitable scorecard crusade. effortless to learn . . . tells a robust tale with classes learned/best practices from international client implementations. Must-read for a person drawn to BSC or grappling with the best way to create a strategically aligned organization.''—Vik Torpunuri, President and CEO, e2e Analytix''In Balanced Scorecard step by step, moment variation, Paul Niven presents an intuitive and quite powerful blueprint for transitioning strategic ambition to execution. Paul's pragmatic process presents leaders with a device for dealing with a company's trip from strategic rules to world-class functionality. The Balanced Scorecard is a masterful instrument for directing businesses via transformation, and that i converse from own event whilst I say Paul's blueprint works! it's the premiere advisor i've got visible. Balanced Scorecard step by step will serve any chief good if their ambition is to successfully have interaction their groups in attaining a suite of strategic goals.''—Allan A. MacDonald, vp, revenues and patron ideas Bell Canada nationwide Markets''Paul Niven has performed it again!!! With this e-book, he has additional operationalized the enlightened Balanced Scorecard suggestion right into a totally practical approach that optimizes enterprise execution and performance!''—Barton Johnson, President, monetary Freedom Senior investment company, The opposite loan expert
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Additional info for Balanced Scorecard Step-by-Step: Maximizing Performance and Maintaining Results
Kaplan and David P. Norton, “Using the Balanced Scorecard as a Strategic Management System,” Harvard Business Review ( January–February 1996): 75 – 85. qxd 07/06/06 02:02 PM Page 29 Keep in Mind 29 27. Christopher D. Ittner and David F. Larcker, “Coming Up Short on Nonf inancial Performance Measurement,” Harvard Business Review (November 2003): 88 – 95. 28. Portions of this section are drawn from Paul R. Niven, Balanced Scorecard Diagnostics: Maintaining Maximum Performance (Hoboken, NJ: John Wiley & Sons, 2005).
10. 11. 12. , p. 13. Thomas O. Davenport, Human Capital (San Francisco: Jossey-Bass, 1999), 7. Interview on National Public Radio’s Morning Edition, October 27, 2000. Testimony by David M. S. Senate, February 2001. 13. pdf, 2002. 14. Haig R. Nalbantian, Richard A. Guzzo, Dave Kieffer, and Jay Doherty, Play to Your Strengths (New York: McGraw-Hill, 2004). 15. McKinsey Quarterly Global Survey of Business Executives, November 2004. 16. R. Charan and G. Colvin, “Why CEOs Fail,” Fortune, June 21, 1999.
We do not have clearly defined performance targets for both financial and nonfinancial indicators. 1 2 3 4 5 19. ” 1 2 3 4 5 20. We sometimes make decisions that are beneficial in the short term but may harm long-term value creation.
Balanced Scorecard Step-by-Step: Maximizing Performance and Maintaining Results by Paul R. Niven