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Alignment: Using the Balanced Scorecard to Create Corporate Synergies by David P. Norton, Robert Kaplan

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PREFACE

Alignment is the fourth book in our collaboration. Our initial article, “The Balanced Scorecard: Measures That Drive Performance,” and first book, The Balanced Scorecard: Translating Strategy into Action, introduced the new approach for measuring organizational performance.1 The article and book provided guidance and examples for selecting measures in the four Balanced Scorecard perspectives, and described the emerging system for managing strategy that early adopters of the concept had used. A subsequent article, “Using the Balanced Scorecard as a Strategic Management System,” and our second book, The Strategy-Focused Organization , described how enterprises were now using the scorecard as the centerpiece of a sophisticated system to ...

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