Category Archives: Balanced Scorecard

Foundations of the Balanced Scorecard, Part 3

Posted on March 8, 2011 by

(Third part of three part series. See post one and post two.) Managerial accounting and its sub-field of activity-based costing both look inward at the firm to explain costs and profits. The methodology of Balanced Scorecard (BSC) looks both inward—at … Continue reading →

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Foundations of the Balanced Scorecard, Part 2

Posted on February 15, 2011 by

The innovation that Robert S. Kaplan and David P. Norton achieved in the Balanced Scorecard (BSC) methodology was the creative synthesis of three well-established traditions in business thought: managerial accounting, activity-based costing, and strategy. In my first post of this … Continue reading →

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Foundations of the Balanced Scorecard, Part 1

Posted on February 9, 2011 by

Without diminishing the originality of the Balanced Scorecard (BSC) methodology, it gains validity in my mind as an innovative synthesis of well-established traditions in business thought: managerial accounting (in particular, activity based costing) and Michael Porter’s writings on strategy. In … Continue reading →

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Balanced Scorecards and the IT Business Case

Posted on February 1, 2011 by

Writing an effective business case for IT investments is easier in an organization with a strong culture of measurement, and even more so in an organization that has embraced the balanced scorecard (BSC) methodology as introduced by Robert Kaplan and … Continue reading →

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