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In the 1990s the Balanced Scorecard has become an established tool for integrating financial and non‐financial perspectives into performance management. Its co‐developer, Dr David Norton, talked about its evolution to Measuring Business Excellence.

To explore some of the theories presented in the latest Kaplan and Norton book Alignment: Using the Balanced Scorecard to Create Corporate Synergies.

This interview and transcript is prepared by an independent writer.

Presents David Norton's views on the balanced scorecard, the hall of fame, strategy and his academic life.

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

This is an independent interview which provides strategic insights into some of the theories of Kaplan & Norton's work on the balanced scorecard.

This article presents an interview with Dr. Robert S. Kaplan and Dr. David P. Norton.

Kaplan and Norton answer questions about their book Alignment: Using the Balanced Scorecard to Create Corporate Synergies.

Kaplan and Norton discuss the ideas in their book.

This interview provides useful insights into Kaplan and Norton's book.

The study aims to provide a clear framework of steps on how to implement the balanced scorecard model at the level of measuring and managing local performance, with a mix between what theoretical approaches show in this matter and examples of applied experiences in different contexts.

The study relies on the case study approach, which was used to present pioneer experiences in the field of application of the model on local government's level, namely, in the USA, England and South Africa. This paper was done by reviewing the original balanced scorecard literature and writings regarding the public and local government sector. This literature formed the basis for analyzing the various sections of study.

Balanced scorecard is one of the important models for developing and measuring local performance. International experiences under study confirmed that application of the model requires the following: The availability of bureaucratic will at the local level to apply the model, necessity of capacity building of local government units to apply it, introduction of institutional and strategic changes to the local units to be able to build their own performance cards, as well as strengthening local information systems, and not standardizing the performance cards at the different local administrative units.

This study will be useful for scholars, policymakers and local executive leaders on ways to apply the balanced scorecards at the local government units.

There are several ways to implement and work with the Balanced Scorecard (BSC). The company Ericsson Data AB was one of the pioneers in employing the BSC in Sweden. As early adopters, they were interested in obtaining an evaluation performed by external researchers. We were fortunate to have that opportunity. During the autumn of 1998, Majvor Karlsson and Ellen Sharma had full access to the developmental department dealing with the implementation of BSC at the company. The present article is based on interviews with managers and developers with the aim to determine how the BSC was implemented and how it functions in the day‐to‐day life of the company. The BSC model introduced in Ericsson was given the name Cockpit. As one might expect, implementing BSC requires a great deal of time and energy. We found that it resembles the process in other organisational changes as well. In our research, we found that there were many aspects of the implementation of BSC with which we could interpret and explain our observations with the help of theories of organisational change. Our findings led us to formulate a theory concerning the implementation process of the BSC. It was a relief to discover that we could use a method that allowed us to listen and learn from the persons involved in the implementation process at Ericsson Data.

The purpose of this paper is to create a model called “Balanced score for the balanced score card” and to provide an objective benchmarking indicator for evaluating the achievement of the strategic goals of the company.

The paper uses the concepts of “Balanced scorecard” proposed by Robert. S. Kaplan and David P. Norton. This paper also adopts the model given by Brown P.A. and Gibson D.F. and the extension to the model provided by P.V. Raghavan and M. Punniyamoorthy. Preference theory is used to calculate the relative weightage for each factor, using the process of pair wise comparison. The balanced score for balanced scorecard provides a single value by taking into account all the essential objective and subjective factors – be it financial or non‐financial. It also provides a suitable weightages for those parameters. The target performance and the actual performance are compared and the analysis is made.

Information from a leading organization was obtained and the balanced score for a balance scorecard was calculated for that organization. The variations were analyzed through this model. The depth and objectivity in the analysis is highlighted.

This provides a single bench marking measure to evaluate how far the firm had been successful in achieving the strategies. The paper has adopted the preference theory which limits the weightage to be accorded to the factors concerned. However, further refinement can be provided by the usage of analytic hierarchy process for arriving suitable weightages.

The organization can calculate the balanced score by themselves, by assigning appropriate importance to the activities – as they deem fit. It is a tailor made benchmarking information system created by the firm for itself.

This is of value to the top management to identify the important activities and setting suitable target measures to be achieved in those activities. The variations are arrived by comparing the targeted performance with the actual. This will help the firm to take suitable actions under those parameters where there are significant deviations.

In the early industrial age which with high intensity of machine and labor, using financial measurement index was good enough to tie in company’s mechanization and philosophy of management and been in efficiency. But being comply with “New Economic age,” a new economic environment is full of knowledge and information, the enterprise competition had changed from tangible assets, plants to intangible innovation ability of knowledge. As recognizing the new tendency by enterprise, they value gradually the growth and influence from learning. Practice of organization learning not only needs firm structure and be in coordination with both hardware and software, but also needs an affect measurement model to offer enterprise to estimate learning performance. It’s a good instrument of financial performance measure mold in the past years, But it’s for measuring the past, couldn’t formulate enterprise trend to future, hard to estimate investment for future, such as development of products, organization learning, knowledge management etc, as which intangible assets and knowledge ability just the key factors of being win around competition environment in the future. In 1992, Kaplan and Norton brought up Balance Scorecard (BSC) on Harvard Business Review, as an instrument helping enterprise to measure performance, which is being considered to be a most influence management instrument. It added non‐financial index such as customer, internal process and learning growth besides traditional financial index, as offering enterprise an index to measure and manage intangible assets and intellectual property. As being aware of organization learning is hard to be ignored in the new economic age, this research is based on learning and growth of BSC, and citing one national material company try to let the most difficult measurement performance of organization learning, to be estimate through BSC, analyze of factor and individual case, to discuss the company how to make the related strategy and vision of organization learning to develop learning and growth of the structure of BSC, subject the matter of out put factors to be discussed, and measure the outcomes as a result of research. The research affect offers (1) the base implement procedure of carrying out BSC; (2) the reference of formulating measurement index while enterprise using BSC to estimate performance of organization learning; (3) the possibility bottleneck maybe forcing while carrying out BSC, to be an improvement or preventive for enterprise.

The purpose of this paper is to develop a Balanced Scorecard-based performance measurement framework for health care system.

An integrated ISM-ANP-based quantitative approach is used for the development of balance scorecard for health care system. The necessary insights are drawn from the secondary literature.

This research identifies Key Performance Indicators and their interrelationships for health care system. An integrated approach of ISM and ANP is employed for the development of balance scorecard.

The findings of the research are based on insights gained from secondary literature and an analysis of five cases in health care segment and hence generalization of proposed framework is limited to the system representing some commonalities with chosen cases.

Health care is the diagnosis, treatment and prevention of disease, illness, injury and other physical and mental impairments in humans. Access to health care varies across countries, groups and individuals, largely influenced by social and economic conditions as well as the health policies in place. The changing nature of today's health care organizations, including pressure to reduce costs, improve the quality of care and meet stringent guidelines, has forced health care professionals to re-examine how they evaluate their performance.

The Balanced Scorecard health care expanded organization measures beyond financial analysis. It was first proposed by Robert S. Kaplan and David P. Norton in their book “The Balanced Scorecard (1996, Harvard Business School Press).” This research reports a development of Balanced Scorecard for health care using an integrated approach of Interpretive Structural Modeling and Analytic Network Process is used.

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.

To develop and apply the social enterprise balanced scorecard (SEBS) as an amended balanced scorecard technique for use evaluating UK social enterprises.

The study involved exploring the potential mainstream application of the balanced scorecard in UK social enterprises to learn how this process show the ways in which social enterprises can develop, and implement and track the performance of their socially driven strategies. Describes the development of an SEBS and its testing by 12 social enterprises in a pilot training programme (August 2004‐December 2004).

The results indicated that the SEBS had changed participant views about their organizations in terms of: increased employee understanding about their organization as a business; the usefulness as a business planning tool for social enterprises; the natural fit of the SEBS alongside the existing UK quality accreditation scheme of Investors In People; the power of the SEBS to be an effective means to engage staff and team members as an early‐warning system for potential problems; helping to redress the balance between purely financial gains and social purpose; and providing focus, clarity, and the ability to remove non‐essential detail from strategic planning. Concludes that: Kaplan and Norton’s balanced scorecard is capable of being adapted to suit social enterprises; positive outcomes include creating a common language through which social entrepreneurs can share and compare experience, even if they operate in different industries; and the application of the SEBS can enable organizations to become better businesses, while demonstrating social value added to stakeholders.

Reveals the benefits of extending the balanced scorecard approach to the evaluation of social enterprises.