Successful Strategy Execution--Part II: What Does It Look Like?
Robert Kaplan and David Norton have written extensively about how organizations can use the Balanced Scorecard (BSC) as the central organizing concept for an integrated strategy management system. In this article (Part I was published in the January-February 2012 issue), Norton shares his latest thoughts and observations about how the most successful adopters of this management tool--members of the Balanced Scorecard Hall of Fame--use this approach to achieve improvements in performance. Norton explores the role of execution measures--and achievement measures--within each of the four BSC perspectives. In Part I, he provided a detailed discussion of the role of these measures in the financial and customer perspectives. In Part II, he completes this analysis for the internal process as well as the learning and growth perspective. He also takes a closer look at the special role that "achievement measures" play in strategy execution.