文档介绍：CHAPTER ONE - PERFORMANCE MEASUREMENT AND THE NEED FOR A BALANCED SCORECARD
Balanced Scorecard Step-By-Step
CHAPTER ONE - PERFORMANCE MEASUREMENT AND THE NEED FOR A BALANCED SCORECARD
When you can measure what you are speaking about, and express it in numbers, you know something about it; but when you cannot measure it, when you cannot express it in numbers, your knowledge is of a meager and unsatisfactory kind…1>.”-William Thompson (Lord Kelvin), 1824-1907
Two Fundamental Issues
e to your performance measurement and Balanced Scorecard journey. During our time together we will explore the many facets of this topic, and it is my hope that both you and anization will be transformed as a result. As I write this book the Balanced Scorecard concept has been with us for just over ten years. The Balanced Scorecard was born from a research study conducted in 1990 and has since e a critical business tool for thousands anizations around the globe. In fact, recent estimates suggest a whopping 50% of the Fortune 1000 has a Performance Management system (Balanced Scorecard) in place. Before we discuss the nature of the Balanced Scorecard let’s examine its origins and attempt to determine just why it has e such a universally accepted methodology.
Two fundamental business issues have been greatly enhanced as a result of the Balanced Scorecard: the problem of anizational performance measurement and the critical issue of essful strategy implementation. In the following sections we’ll examine both of these issues and then return to an overview of the Balanced Scorecard and discuss how it solves each. We’ll begin with the subject of measurement – where we’ve been, what has changed, and where we’re going.
Figure 1-1. The Balanced Scorecard solves fundamental issues.
ANIZATIONAL PERFORMANCE
Take another look at the quote from Lord Kelvin that opens this chapter, and maybe even read it out loud: “when you can measure what you are speaking about, and express it in numbers, you k