Balanced Scorecard Step-by-Step: Maximizing Performance and by Paul R. Niven

By Paul R. Niven

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The city uses the Balanced Scorecard system to translate five key strategic themes into performance measures across the four perspectives of the Scorecard. Additionally, the Balanced Scorecard has been cascaded through the organization at the business unit and employee level, and linked to the budgeting process. Mayor Pat McCrory had this to say about Charlotte’s efforts: “The Balanced Scorecard has helped me to communicate a strategic vision for the city to my constituents, the citizens, and to prospective businesses that are considering locating here.

Management Review, March 1996; and Morgan and William Schiemann, “Measuring People & Performance: Closing the Gap,” Quality Progress, January 1999. to take the Balanced Scorecard journey? These first two chapters have laid the groundwork for your trip by exploring the origins of the Balanced Scorecard, examining the model itself, and discussing why it will prove to be an enduring management tool. Now it is time to begin the work of developing a Balanced Scorecard for your organization. SUMMARY Current research suggests that approximately 75 percent of an organization’s value is derived from intangible assets.

To take the Balanced Scorecard journey? These first two chapters have laid the groundwork for your trip by exploring the origins of the Balanced Scorecard, examining the model itself, and discussing why it will prove to be an enduring management tool. Now it is time to begin the work of developing a Balanced Scorecard for your organization. SUMMARY Current research suggests that approximately 75 percent of an organization’s value is derived from intangible assets. These assets are different from our traditional view: They may not have a direct impact on financial results, they represent largely potential value, and they require interdependence.

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