What is Balanced Scorecard

A business performance measurement and management system developed by Kaplan and Norton that analyzes organizational success by reviewing the combination of financial, customer, internal business process and employee learning and growth perspectives.

A comprehensive organizational performance measurement tool which is prepared mainly based on the four basic perspectives of financial, customer, internal business, innovation and learning.

The balanced scorecard (BSC) is a management tool that enables organizations to clarify their vision and strategy and translate them into action. Using BSC, the manager may establish a “balanced” situation between the traditional financial measures and other success factors of an organization. The BSC combines the continuous measurement of performance with a reviewing and refinement strategy as well an ongoing evaluation process. The basic terms are so-called perspectives, for example, potentials (learning and growth), internal processes, customers, and financial perspective. For each perspective, strategic objectives, indicators, and measures to achieve these objectives must be defined.

An approach for measuring business and management results that goes well beyond financial metrics. Several ‘perspectives’ are suggested, e.g. financial, customer, internal processes and learning and innovation ( Kaplan & Norton, 1992 ).

An integrated strategic performance management framework that helps organisations translate strategic objectives into relevant performance measures, by linking nonfinancial measures with a financial perspective in four areas of performance concerned with: financials, internal process, customers and innovation & learning.

This is a framework that helps top management to select a set of measures that provide an integrated look at a company by dividing a list of measurable items into four perspectives: financial, customer, internal business processes, and learning and growth.

Represents the way that organizations align their economic and human resources with environmental business factors in a manner of sustainable business processes.

A method for measuring a company’s activities in terms of its vision and strategies that gives managers a comprehensive view of the performance of a business.

The balanced scorecard approach is a framework for the communication and implementation of the strategy. The balanced scorecard approach translates the strategy of an organization into tangible objectives and measures and balances them typically into four different perspectives: customers, financial outcomes, internal processes, and learning.

A performance measurement tool that aggregates key performance indicators (KPIs).

A business management tool that based on a corporate strategy allows implementing to implement and monitoring business performance from four perspectives: finance, customers, internal processes, and growth and learning.

A strategic planning and management framework that helps organizations align business activities with organizational objectives, improve internal and external communications, and monitor organizational performance against strategic objectives (Ashu, 2009, p. 7). The balanced scorecard uses traditional measures of business unit performance and other measures, including financial performance, customer relations, internal business processes, and learning and growth.

A strategic planning and management system enhancing performance management.

A framework for the communication and implementation of the strategy. The balanced scorecard approach translates the strategy of an organization into tangible objectives and measures and balances them typically into four different perspectives: customers, financial outcomes, internal processes, and learning.

An integrated strategic performance management framework that helps organisations translate strategic objectives into relevant performance measures, by linking nonfinancial measures with a financial perspective in four areas of performance concerned with: financials, internal process, customers and innovation & learning.

A performance measure used to identify, improve, and control the various functions and the results.

The Balanced Scorecard approach is a framework for the communication and implementation of the strategy. The Balanced Scorecard approach translates an organisation’s strategy into tangible objectives and measures.

The BSC is a management tool composed of a collection of measures, arranged in groups, and denoted as cards . The measures are related to four major managerial perspectives, and are aimed at providing top managers with a comprehensive view of their business.

The balanced scorecard is a strategic planning and management system that is used extensively in business and industry, government, and nonprofit organizations worldwide to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals.

The Balanced Scorecard (BSC) was developed by Kaplan and Norton in 1992 to examine how an organization is using the activities and processes to meet its strategies, using the four key perspectives of finance, customers, internal processes, and training growth.

Tool to evaluate strategy and measure performance.

The Balanced Scorecard approach was developed to communicate and implement the strategic plan. The Balanced Scorecard approach translates the strategic plan into tangible objectives and measures and balances them typically into four different perspectives: customer, finance, internal processes and learning.

Is a strategy performance management tool - a semi-standard structured report, supported by design methods and automation tools, that can be used by managers to keep track of the execution of activities by the staff within their control and to monitor the consequences arising from these actions.

A performance measurement tool that focuses an organization’s attention on measures of success in four areas: customer satisfaction, finance, internal processes, and innovation and learning.

A performance management tool with four quadrants of evaluation, adding internal business processes, customers, and learning and growth to the financial dimension.

An approach for measuring business and management results that goes well beyond financial metrics. Several “perspectives” are suggested, for example financial, customer, internal processes and learning and innovation ( Kaplan & Norton, 1992 ).

Methodology of performance management focused on the dimension of the learning and growth.