In conclusion, these two books and their related concepts show how critical it is for a strategist to consider both the qualitative and quantitative aspects of a business model. There must be a balance of the tasks and vision ownership to the overall measured results of strategies as well. Both books together forma strong foundation for long-term planning that takes into account the need for change management at the executive level as well.
References
Abernathy, W. (1997). Balanced scorecards make teamwork a reality. The Journal for Quality and Participation, 20(5), 58-59.
Agostino, D., & Arnaboldi, M. (2012). Design issues in balanced scorecards: The "what" and "how" of control. European Management Journal, 30(4), 327.
Craig, J., & Moores, K. (2005). Balanced scorecards to drive the strategic planning of family firms. Family Business Review, 18(2), 105-122.
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