My recent post Executing Strategy with the Balanced Scorecard generated a number of thoughtful comments from both users and critics of Robert Kaplan and David Norton’s Balanced Scorecard (BSC) approach to management.
To see the BSC in action, read Norton’s new post on Harvard Business Publishing, Strategy Execution Needs a System. He presents a case study of Marriott Vacation Club International, which used the BSC to integrate its operation and support process.
The result, reports Norton, is that MVCI’s operating report rose from about $105 million in 2003 to $206 million last year.
