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How to Manage Performance:The Balanced Scorecard
After working with several pioneering technology and manufacturing companies, Robert Kaplan, a Harvard Business School professor, and David Norton, president of a management consulting firm, found that performance management was defined very narrowly, focusing almost exclusively on financial measures. They concluded that financial performance alone was insufficient to measure accurately an organization’s achievement and total value, and that a broader approach was needed.
In their book, The Balanced ...
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