How the Balanced Scorecard Is Implemented in the Spanish Footwear Industry

How the balanced scorecard complements the McKinsey 7-S model

I n Search of Excellence, the 1982 best-selling book by McKinsey partners Tom Peters and Robert Waterman, introduced the mass business audience to the firm’s 7-S model. The model, also influenced by an earlier collaboration between McKinsey and management scholars Richard Pascale and Anthony Athos (The Art of Japanese Management, 1980), describes the seven factors critical for effective strateg...

Deriving a Balanced Scorecard for the European Settlement Industry

Investigating causal linkages and strategic mapping in the balanced scorecard: A case study approach in the banking industry sector

One of the main challenges of strategic management is implementing the strategies. Designing the strategy map in Balanced Scorecard framework to determine the causality between strategic objectives is one of the most important issues in implementing the strategies. In designing the strategy map with intuition and judgment, the link between strategic objectives is not clear and it is not obvious...

Transforming the Balanced Scorecard

Several years ago we introduced the Balanced Scorecard (Kaplan and Norton 1992). We began with the premise that an exclusive reliance on financial measures in a management system is insufficient. Financial measures are lag indicators that report on the outcomes from past actions. Exclusive reliance on financial indicators could promote behavior that sacrifices long-term value creation for short...

The Sustainability Balanced Scorecard –

Kaplan and Norton’s Balanced Scorecard is a management tool that supports the successful implementation of corporate strategies. It has been discussed and considered widely both in practice and research. By linking operational and non-financial corporate activities with causal chains to the firm’s long-term strategy the Balanced Scorecard supports the alignment and management of all corporate a...