Balanced Scorecard

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An approach to measurement popularized by Kaplan and Norton in their book of the name The approach argues that managers should track multiple measures to monitor an organization’s financial, customer service, operational, process, and learning and growth results. The approach evolved as a way of aligning scorecards so that performance could be traced from organizational goals, through departmental goals, to specific unit goals. Some organizations have modified the scorecard approach to align the goals of the organization to the goals of value chains, and then to the goals of the major processes and sub processes of those value chains.

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