## Abstract This article describes an implementation of the balanced scorecard (BSC) at NTT, a highβtech Japanese company. It explores the conditions that set the stage, then highlights some of the obstacles to implementing the BSC and linking the objectives with employee compensation. __Β© 2006 Wil
The promise and perils of the balanced scorecard
β Scribed by Gary Cokins
- Publisher
- John Wiley and Sons
- Year
- 2010
- Tongue
- English
- Weight
- 139 KB
- Volume
- 21
- Category
- Article
- ISSN
- 1044-8136
No coin nor oath required. For personal study only.
β¦ Synopsis
Abstract
There is lack of consensus as to what a balanced scorecard is. Many organizations develop a balanced scorecard without first developing a strategy map, from which key performance indicators (KPIs) for the balanced scorecard should be derived. In addition, many organizations confuse strategic KPIs, which belong in a balanced scorecard, with operational performance indicators (PIs), which belong in a dashboard. Β© 2010 Wiley Periodicals, Inc.
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