By Paul R. Niven

This booklet presents an easy-to-follow roadmap for effectively enforcing the Balanced Scorecard technique in small- and medium-sized businesses. construction at the good fortune of the 1st version, the second one version comprises new situations in accordance with the author's event imposing the balanced scorecard at executive and nonprofit businesses. it's a must-read for any association drawn to attaining step forward effects.

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Extra resources for Balanced Scorecard: Step-by-Step for Government and Nonprofit Agencies

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To answer this question, executives, managers, and employees alike need to view performance from a broader perspective. They require a system that not only counts the inputs and outputs of the system, but one that provides an opportunity to assess progress in reaching the organization’s true mission. The Balanced Scorecard has risen to the performance measurement challenge of the private sector and is equally well-equipped to facilitate a rapid and dramatic transition of twenty-first-century nonprofit and public organizations.

Once you’ve developed your Map and Scorecard, you should review all the initiatives currently underway in your organization to determine which are truly critical in the fulfillment of your strategy, and which are merely consuming valuable and scarce resources. Obviously, the resource savings are beneficial, but more importantly, you signal to everyone in the organization the critical factors for success, and the steps you are taking to achieve them. Chapter 10 is devoted to a greater review of this topic and provides guidance on how you can link your budgets to strategy.

10. Henry Mintzberg, Bruce Ahlstrand, and Joseph Lampel, Strategy Safari (New York: The Free Press, 1998). 11. Brian E. Becker, Mark A. Huselid, and Dave Ulrich, The HR Scorecard (Boston: Harvard Business School Press, 2001), p. 213. 12. R. Charan and G. Colvin, “ Why CEOs Fail,”Fortune, June 21, 1999. 13. Dan Ciampa, “How Leaders Move Up,”Harvard Business Review, January 2005, pp. 46–53. 14. Robert S. Kaplan and David P. Norton, “The Balanced Scorecard– Measures That Drive Performance,”Harvard Business Review, January– February 1992: pp.

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