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This chapter emphasises that selecting appropriate performance measures is crucial for effective performance management. The “Crown Jewel” of performance frameworks, The Balanced Scorecard, developed by Robert Kaplan and David Norton in the early 1990s, assesses organizational performance through four interrelated perspectives: financial, customer, internal processes, and learning and growth. A core principle of the Balanced Scorecard is balancing financial performance with its drivers, emphasising continuous learning to sustain competitive advantage. It aligns performance metrics with strategy, connecting evaluations to broader goals.

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Setting Up Performance Frameworks and Creating Blueprints for Success

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  • 发表日期：

    2025年

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  • Suvradeep Bhattacharjee

摘要

This chapter emphasises that selecting appropriate performance measures is crucial for effective performance management. The “Crown Jewel” of performance frameworks, The Balanced Scorecard, developed by Robert Kaplan and David Norton in the early 1990s, assesses organizational performance through four interrelated perspectives: financial, customer, internal processes, and learning and growth. A core principle of the Balanced Scorecard is balancing financial performance with its drivers, emphasising continuous learning to sustain competitive advantage. It aligns performance metrics with strategy, connecting evaluations to broader goals.