Many managers have adopted a balanced scorecard approach to performance measurement. But “balance” means that all measures are equally important in all settings. The authors advocate the MultiMeasure approach, but challenge the idea that all measures are equally important, regardless of the adopted product-market strategy. Results of a survey of more than 200 companies supported this position. The most successful artists emphasized the measures and perspectives (customer, internal business processes, innovative … Read More »

Many managers have adopted a balanced scorecard approach to performance measurement. But “balance” means that all measures are equally important in all settings. The authors advocate the MultiMeasure approach, but challenge the idea that all measures are equally important, regardless of the adopted product-market strategy. Results of a survey of more than 200 companies supported this position. The most successful artists emphasized the measures and perspectives (customer, internal business processes, innovation and growth, financial services) is best suited to their type of strategy (prospector, analyzer, low-cost defender, defender differentiated).
«Hide

from
Eric M. Olson,
Stanley F. Slater
Source: Business Horizons
6 pages.
Release Date: 15, May 2002. Prod #: BH075-PDF-ENG
Balanced Scorecard, Competitive Strategy, and Performance HBR case solution