Performance management methodology

A measurement-based strategic management system - originated by Robert Kaplan and David Norton - that aligns business activities and strategy, and monitors performance in meeting strategic goals over time. Many enterprises use the balanced-scorecard approach to manage enterprise performance.

An approach to the provision of information to management to assist strategic policy formulation and achievement. It emphasises the need to provide the user with a set of information which addresses all relevant areas of performance in an objective and unbiased fashion. The information provided may include both financial and non-financial elements, and cover areas such as profitability, customer satisfaction, internal efficiency and innovation.

A management tool for summarising progress against key Defra performance measures.

A measurement tool that translates strategic objectives into a comprehensive set of performance metrics.  Links strategic organization goals to the division and individuals.

The balanced scorecard is a management system that enables organizations to clarify their vision and strategy and translate them into action. It provides feedback around both the internal business processes and external outcomes in order to continuously improve strategic performance and results. When fully deployed, the balanced scorecard transforms strategic planning from an academic exercise into the nerve center of an enterprise.

As currently defined, a deployment approach for linking strategy to action.

a central list of numbers, which show each key part of an organization's success, such as financials, people, operations, suppliers, customers, and support systems

a management decision tool

a management system that measures performance and aligns organizational efforts with our mission

a management tool that encourages corporate behavior that is consistent with corporate goals

an analytical tool that gathers together all indicators used by managers to simplify their roles as guides and "pilots

a performance-measuring method that focuses on tracking key metrics grouped according to a set of broad performance area

a scorecard organized into four distinct perspectives of a company's business operations (learning and growth, business process, customer and financial)

a set of measures that provide a comprehensive business overview

a system of linked objectives, measures, targets and initiatives which collectively describe the strategy of an organization and how the strategy can be achieved

A corporate management system originated by Robert Kaplan and David Norton. The system is strategic and measurement-based, providing a method of aligning specific business activities to the strategy and monitoring the performance of strategic goals over time. Within this context, a scorecard is a tool that describes strategic goals, the means connected to measures, and indicators of the realization of those goals. PureShare ActiveMetrics supports balanced scorecard management by enabling organizations to create custom dashboards that align with scorecards.

A management tool that uses an integrated framework for describing strategy by linking performance measures in four, balanced perspectives - employee learning and growth, internal processes, customer, and financial. Since its introduction in 1992 companies around the world have applied the Balanced Scorecard framework to translate their strategies into action and provide everyone with the opportunity to demonstrate how they contribute to overall organizational results.

The balanced scorecard is a strategic management and measurement system that links strategic objectives to a comprehensive range of key performance indicators, to provide a balanced view.

A strategic measurement-based management system, originated by Robert Kaplan and David Norton, that assists organizations in achieving a clear alignment between business activities and strategic goals, and provides a management tool to measure, monitor and manage performance.

A Balanced Scorecard is a method of measuring and managing business performance giving a balanced view of financial and operational perspectives to accelerate the management process.

An approach to strategic management developed in the early 1990's by Drs. Robert Kaplan and David Norton to translate an organisation's vision into a set of performance indicators distributed among four perspectives: Financial, Customer, Internal Business Processes, and Learning and Growth

A way of using meaningful measures and outcomes to drive performance Improvement.

An integrated framework for describing strategy through the use of linked performance measures in four, balanced perspectives - Financial, Customer, Internal Process, and Employee Learning and Growth. The Balanced Scorecard acts as a measurement system, strategic management system, and communication tool.

An approach using multiple measures to evaluate managerial performance. These measures may be financial or nonfinancial, internal or external, and short-term or long-term. The scorecard allows a determination as to whether a manager is achieving certain objects at the expense of others that may be equally or more important.

A movement, method and technique for aligning measures from an organization's strategic goals to specific process measures. It stresses measuring a variety of things to obtain a good overview of what's actually happening. A complementary approach to what we recommend. Usually associated with Robert Kaplan and David Norton.

A technique for measuring the performance of an enterprise in four equally important areas: financial; internal systems, creativity and innovation; customer satisfaction and retention; and the learning and growth of staff.

A business model developed by Kaplan and Norton as a tool to measure organisational performance against both short and long-term goals. The balanced scorecard is designed to focus managers' attention on those factors that most help the business strategy and so alongside financial measures, it adds measures for customers, internal processes and employee learning. Some organisations have used the balanced scorecard model in setting and measuring knowledge management strategies.

A model of business performance evaluation that balances measures of financial performance, internal operations, innovation and learning, and customer satisfaction. [Go to source

A business performance measurement and management system developed by Robert S. Kaplan and David P. Norton that analyzes organizational success by reviewing the combination of financial, customer, internal business process and employee learning and growth perspectives. A balanced system includes both leading and lagging measures, and aligns individual and department goals with overall corporate strategic objectives.

A popular strategic management concept developed in the early 1990's by Drs. Robert Kaplan and David Norton, the balanced scorecard is a management and measurement system which enables organizations to clarify their vision and strategy and translate them into action. The goal of the balanced scorecard is to tie business performance to organizational strategy by measuring results in four areas: financial performance, customer knowledge, internal business processes, and learning and growth.

A comprehensive, top-down view of organizational performance with a strong focus on vision and strategy. In 1992 the founding fathers of the Balanced Scorecard, Drs. Robert Kaplan and David Norton, debuted their methodology in the Harvard Business Review. Then, in 1996, they released The Balanced Scorecard  Translating Strategy into Action, the so-called bible of the Balanced Scorecard.

This is an approach to management that develops a series of measures (or metrics) that then form the basis for improvements in an organization. These measures are directly related to an organization's vision, mission and strategy. They are typically organized into four categories: financial; customer; internal business processes; and innovation and knowledge.

A management instrument that translates an organisation's vision and strategy into a comprehensive set of performance measures to provide a framework for strategic management. A scorecard typically measures organisational performance across several perspectives - financial, customers, internal business processes, and learning and growth.

An aid to organizational performance management. It helps to focus not only on the financial targets but also on the internal processes, customers and learning and growth issues.

The Balanced Scorecard is a management tool that enables an organisation to measure its overall performance from various perspectives – with the aim of achieving a clear strategic focus on markets that are relevant to the company.

A concept that helps translate the action strategies of a business. The Balanced Scorecard provides a detailed picture of business operations and is a methodology that facilitates the communication and understanding of business objectives and strategies at all levels of an organization.

A business tool for translating corporate strategy into action-based initiatives.

A framework which translates a company's vision and strategy into a coherent set of performance measures. Developed by Robert Kaplan and David Norton (published in the Harvard Business Review in 1993), a balanced business scorecard helps businesses evaluate how well they meet their strategic objectives. It typically has four to six components, each with a series of submeasures. Each component highlights one aspect of the business. The balanced scorecard includes measures of performance that are lagging (return on capital, profit), medium-term indicators (like customer satisfaction indices) and leading indicators (such as adoption rates for, or revenue from, new products).

The “balanced scorecard” is a popular approach to the analysis and reporting of management information. It emphasises the need to provide the user with a set of information which addresses all relevant areas of performance in a way that is objective and unbiased. The information contained in the balanced scorecard usually includes both financial and non-financial elements, and covers areas such as profitability, customer satisfaction, internal efficiency, innovation and quality.

A performance measurement system used to track strategic objectives by looking beyond financial performance to include customer services, internal processes and people management. Developed by Harvard Business School Professors, Robert S. Kaplan and David P. Norton.

A performance achievement framework developed by Robert S. Kaplan and David P. Norton that requires performance measurement systems to identify measures related to four perspectives: financial, customer, internal processes, and learning and growth. Balanced Scorecard and Stern Stewart's Integrated EVA® (Economic Value Added) Scorecard, a Web application evaluating current and future enterprise profitability, enable leading quality initiatives, such as the Baldrige Criteria and Six Sigma (terms defined in this glossary), that allow businesses to customize unique management methodologies.

A framework of inter-dependant objectives and targets which form the basis of a strategic management system.

Strategy-based management information system which offers an integrated approach for a balanced presentation of all significant financial and management data.

Provides an enterprise view of an organizationâ€(tm)s overall performance by integrating financial measures with other key performance indicators around customer perspectives, internal business processes, and organizational growth, learning, and innovation. The multidimensional concept was introduced by Prof. Robert Kaplan and Dr. David Norton in 1992. BSCs are created in the mySAP Financials solution in the component Strategic Enterprise Management (SEM).

A measurement-based strategic management system, originated by Robert Kaplan and David Norton, which provides a method of aligning business activities to the strategy, and monitoring performance of strategic goals over time.

The Balanced Scorecard is a strategic management system used to drive performance and accountability throughout the organization. The scorecard balances traditional performance measures with more forward-looking indicators in four (4) key dimensions: * Financial * Integration/Operational Excellence * Employees * Customers Benefits include: * Alignment of individual and corporate objectives * Accountability throughout the organization * Culture driven by performance * Support of shareholder value creation

A mechanism for establishing the current, short and medium term plans of community–based organisation in four important fields of activity: social, business, financial and organisational.

A list of financial and operational measurements used to evaluate organizational or supply chain performance. The dimensions of the balanced scorecard might include customer perspective, business process perspective, financial perspective, and innovation and learning perspectives. It formally connects overall objectives, strategies, and measurements. Each dimension has goals and measurements.

Devised by KAPLAN & NORTON, a method of aligning business activities with an organisation’s strategy and evaluating business performance from a stakeholder perspective.

In 1992, Robert S. Kaplan and David Norton introduced the balanced scorecard (BSC), a concept for measuring a company's activities in terms of its vision and strategies, to give managers a comprehensive view of the performance of a business. The key new element is focusing not only on financial outcomes but also on the human issues that drive those outcomes, so that organizations focus on the future and act in their long-term best interest.