To read the full version of this content please select one of the options below:

strategic learning & the balanced scorecard

Robert S. Kaplan (Professor of Accounting at the Harvard Business School)
David P. Norton (President of Renaissance Solutions, Inc.)

Strategy & Leadership

ISSN: 1087-8572

Article publication date: 1 March 1996


The Balanced Scorecard (BSC) translates an organization's mission and strategy into a comprehensive set of performance measures that provides the framework for a strategic measurement and management system. The scorecard measures organizational performance across four linked perspectives: financial, customer, internal business process, and learning and growth. (See Exhibit 1 on page 20.) The BSC enables companies to track short‐term financial results while simultaneously monitoring their progress in building the capabilities and acquiring the intangible assets that generate growth for future financial performance.


Kaplan, R.S. and Norton, D.P. (1996), "strategic learning & the balanced scorecard", Strategy & Leadership, Vol. 24 No. 5, pp. 18-24.




Copyright © 1996, MCB UP Limited