By Paul R. Niven
"Balanced Scorecard Diagnostics is a single-source consultant to appropriately interpreting the effectiveness of an organization's Balanced Scorecard, entire with the newest instruments and information to enforce corrective adjustments, making sure your Balanced Scorecard is working at greatest functionality. all through this step by step consultant, self-assessment questions aid readers concentration corporation discussions to significantly study their implementation efforts and propel Scorecard projects forward." "Balanced Scorecard Diagnostics is a must-read for everybody who desires to get the main out of the Balanced Scorecard in use at their organizations."--BOOK JACKET. Read more... the present kingdom of the balanced scorecard -- First issues first -- sooner than you degree -- approach maps -- Measures, pursuits, and tasks -- Cascading the balanced scorecard to force organizational alignment -- Key balanced scorecard strategy linkages : budgeting, reimbursement, and company governance -- Sharing balanced scorecard effects : reporting and strategy-centered administration conferences -- construction the balanced scorecard at Aliant, Inc
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Extra resources for Balanced scorecard diagnostics : maintaining maximum performance
Michael E. Porter, “Strategy and the Internet,” Harvard Business Review, March 2001, pp. 62–78. 20. Michael Treacy and Fred Wiersema, The Discipline of Market Leaders (Reading, MA: Perseus Books, 1995). 21. Tom Lester,“Pick Your Favorite Fad,” The Times of London, September 13, 2001. 22. From Eileen Shapiro, as quoted in:Thomas H. Davenport and Laurence Prusak, with H. James Wilson, What’s the Big Idea? (Boston, MA: Harvard Business School Press, 2003), p. 56. 23. com. 24. Thomas H. Davenport and Laurence Prusak, with H.
3. John Micklethwait and Adrian Woolridge, The Company (New York: Modern Library Chronicles, 2003), p. 187. 4. , p. 182. qxd 2/8/05 10:52 AM Page 22 22 BALANCED SCORECARD DIAGNOSTICS 5. Mark A. Stephens and Aaron R. Runk, “Sarbanes-Oxley Compliance Drives Need for Collaborative Management,” Visum Solutions e-paper, 2004, p. 2. 6. Thomas A. Stewart, Intellectual Capital (New York: Currency, 1999), p. xxi. 7. Interview on National Public Radio’s Morning Edition, October 27, 2000. 8. Baruch Lev, “Sharpening the Intangibles Edge,” Harvard Business Review, June 2004, pp.
Runk, “Sarbanes-Oxley Compliance Drives Need for Collaborative Management,” Visum Solutions e-paper, 2004, p. 2. 6. Thomas A. Stewart, Intellectual Capital (New York: Currency, 1999), p. xxi. 7. Interview on National Public Radio’s Morning Edition, October 27, 2000. 8. Baruch Lev, “Sharpening the Intangibles Edge,” Harvard Business Review, June 2004, pp. 109–116. 9. Brian E. Becker, Mark A. Huselid, and Dave Ulrich, The HR Scorecard (Boston, MA: Harvard Business School Press, 2001), p. 7. 10. Avery Hunt, “Mobilizing for Well-Being: The Army Medical Department’s Balanced Scorecard Transformation,” Balanced Scorecard Report, May–June 2003, pp.