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The Thimbles Summary
The Balanced Scorecard
The book in one sentence
Financial results tell you how you did last quarter, so to steer a business you also need measures of customers, internal processes and learning, all tied directly to your strategy.
Who it's for
Leadership teams, finance directors, strategy and performance managers, and anyone who suspects their organisation’s strategy is clear on paper but lost in daily operations.
The big idea
Traditional accounting measures report the past. They say little about whether a company is building the capabilities and customer relationships it needs for the future. Kaplan and Norton propose a scorecard that keeps financial measures but balances them with three other perspectives. Used properly, the scorecard is not just a measurement tool but a management system: a way to translate strategy into objectives and measures that everyone in the organisation can understand and act on.
The full summary continues with the five ideas worth keeping, three things to try this week, the 5-minute deep dive and our full verdict, as a PDF to keep.
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