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L EADERSHIP – S TRATEGY
SM
W. COLSTON LEIGH, INC.
R OBERT K APL AN
Using The Balanced Scorecard as a Strategic Management System
The Balanced Scorecard is much more than just a measurement system. It is an increasingly proven management system that channels the energies, abilities and specific knowledge held by people throughout an organization towards achieving—and surpassing—the company’s long-term strategic goals. Organizations adopting the Scorecard have benefited by aligning all their physical, financial, technology, and people resources to their strategic objectives. In his address, Professor Kaplan will show how organizations achieve this strategic alignment. The alignment process starts by choosing the appropriate level at which the initial balanced scorecard should
be built: the corporation, a division, a strategic business unit, or a shared services department. How can the process then proceed so that the organization eventually achieves linkages across all its different decentralized units? Once constructed, organizations should integrate the Balanced Scorecard into their personal goal-setting and incentive compensation plans, develop an integrated long-range planning, capital allocation, and budgeting system, and establish a strategic feedback and learning system. Used in this way, the Balanced Scorecard becomes the central organizing framework for a company’s Strategic Management System.
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