COMMENTARY - Transforming the Balanced Scorecard from Performance Measurement to Strategic Management: Part I
نویسندگان
چکیده
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-term performance (Porter 1992; AICPA 1994). The Balanced Scorecard approach retains measures of financial performance—the lagging outcome indicators—but supplements these with measures on the drivers, the lead indicators, of future financial performance.
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