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    Kaplan, Robert - How The Balanced Scorecard Complements The M

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    The article discusses how the balanced scorecard complements the McKinsey 7-S model by providing a framework for translating strategy into operational terms and measuring performance. It outlines the four perspectives of the balanced scorecard and compares it to the seven elements of the 7-S framework, noting how they work together to help organizations execute strategies.

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    Kaplan, Robert - How The Balanced Scorecard Complements The M

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    The article discusses how the balanced scorecard complements the McKinsey 7-S model by providing a framework for translating strategy into operational terms and measuring performance. It outlines the four perspectives of the balanced scorecard and compares it to the seven elements of the 7-S framework, noting how they work together to help organizations execute strategies.

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    balanced scorecard performance cpm

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    Kaplan, Robert - How the Balanced Scorecard Complements the M

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    The article discusses how the balanced scorecard complements the McKinsey 7-S model by providing a framework for translating strategy into operational terms and measuring performance. It outlines the four perspectives of the balanced scorecard and compares it to the seven elements of the 7-S framework, noting how they work together to help organizations execute strategies.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    1K views6 pages

    Kaplan, Robert - How The Balanced Scorecard Complements The M

    Uploaded by

    BSCBRASIL
    The article discusses how the balanced scorecard complements the McKinsey 7-S model by providing a framework for translating strategy into operational terms and measuring performance. It outlines the four perspectives of the balanced scorecard and compares it to the seven elements of the 7-S framework, noting how they work together to help organizations execute strategies.

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    How the balanced scorecard complements the McKinsey 7-S model

    Robert S Kaplan
    Strategy & Leadership; 2005; 33, 3; ABI/INFORM Global
    pg. 41

    Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
    Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
    Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
    Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
    Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.
    Reproduced with permission of the copyright owner. Further reproduction prohibited without permission.

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