Oracle Enterprise Performance Management • 97
balanced scorecard became the hallmark of a well-run company. Kaplan
and Norton oen compare their approach for managing a company to that
of pilots viewing assorted instrument panels in an airplane cockpit—both
have a need to monitor multiple aspects of their working environment.
In the scorecard scenario, a company organizes its business goals into
discrete, all-encompassing perspectives: Financial, Customer, Internal
Process, and Learning/Growth. e company then determines cause–
eect relationships, e.g., satised customers buy more goods, which
increases revenue. Next, the company lists measures for each goal, pin-
points targets, and identies projects and other initiatives to help reach
those ...