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Robert Samuel Kaplan (born 1940) is an American accounting academic, and Emeritus Professor of Leadership Development at the Harvard Business School. He is known as co-creator of Balanced Scorecard .
As the title of Kaplan and Norton's second book [15] highlights, even by 2000 the focus of attention among thought-leaders was moving from the design of balanced scorecards themselves, towards the use of the balanced scorecard as a focal point within a more comprehensive strategic management system. Subsequent writing on the balanced scorecard ...
The first diagrams of this type appeared in the early 1990s, and the idea of using this type of diagram to help document Balanced Scorecard was discussed in a paper by Robert S. Kaplan and David P. Norton in 1996. [1] The strategy map idea featured in several books and articles during the late 1990s by Robert S. Kaplan and David P. Norton.
David P. Norton (1941–2023) was an American business theorist, business executive and management consultant, known as co-creator, together with Robert S. Kaplan, of the Balanced Scorecard. [1] [2] David P. Norton co-founded Palladium Group, Inc. (previously Balanced Scorecard Collaborative) and served as its chief executive officer. [3]
Journal of Materials Processing Technology, Volume 139, Issues 1–3, 20 August 2003, pp. 604–612 Brian Kinahan, Tech Journal South, 2004, Instant Balanced Scorecard. On the Balanced Scorecard. Kaplan R S and Norton D P (1992) "The balanced scorecard: measures that drive performance", Harvard Business Review Jan – Feb, pp. 71–80.
Identifying these key questions helps clarify and make the value proposition more obvious. Another strategy that has been used to help process learning and growth of a business is the balanced scorecard. This concept was developed by Robert Kaplan and David Norton in 1990, to help communicate value proposition in a way that businesses can ...
The Balanced Scorecard developed by Robert Kaplan and David Norton at about the same time enabled the business to measure overall corporate success against goals on qualitative as well as quantitative dimensions. [1] According to Bernus & Noran (2010):
The Performance Prism is a performance measurement framework that improves on traditional models like the balanced scorecard by offering a broader view of stakeholders. It focuses on five key areas: Stakeholder Satisfaction, Strategies, Processes, Capabilities, and Stakeholder Contributions.