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Future Success: A Balanced Approach to Measuring and Improving Success in Your Organization Paperback – July 28, 2000

ISBN-13: 978-1740091114 ISBN-10: 1740091116 Edition: 1st

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Product Details

  • Paperback: 184 pages
  • Publisher: Longman; 1st edition (July 28, 2000)
  • Language: English
  • ISBN-10: 1740091116
  • ISBN-13: 978-1740091114
  • Product Dimensions: 6.2 x 0.5 x 9.2 inches
  • Shipping Weight: 11.2 ounces
  • Average Customer Review: 5.0 out of 5 stars  See all reviews (1 customer review)
  • Amazon Best Sellers Rank: #12,856,274 in Books (See Top 100 in Books)

Editorial Reviews

From the Back Cover

Provides managers and executives with the tools to evaluate performance with a Balanced Scorecard

* Future Success cuts to the heart of the measurement of performance process. It is a must read for all executives - Felicity Pantelidis, Telstra Corporation
* Future SuccessPresents the Balanced Scorecard as the preferred method of evaluation performance
* Future SuccessIncorportates the client, internal business and learning/innovation dimension in evaluation
The measurement of performance within an organization and thus the development of inter-company strategy is more often than not based solely on financial returns and the bottom line. In Future Success, Charles Birch presents the Balanced Scorecard in a way that challenges these traditional views, and shows that a much more balanced approach to performance measurement and management is the key towards achieving new strategies and ultimate future success. Birch uses case studies to show how the Balanced Scorecard is being implemented today. He demonstrates how the Balanced Scorecard goes beyond financial measures alone and incorporates three other key dimensions: a client dimension, an internal business dimension, and a learning/innovation dimension. Accordingly, Future Success is about giving organizations the tools to answer 3 of the most critical questions facing all public and private sector organizations in business today: Where is the organization now? Where do we want the organization to go? How does the organization get there? This is a must for all corporate managers managers and executives, both large and small.

Charles Birch is a barrister and solicitor of the Supreme Court of Victoria and of the High Court of Australia.

About the Author

Charles Birch is a barrister and solicitor of the Supreme Court of Victoria and of the High Court of Australia.

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Most Helpful Customer Reviews

1 of 3 people found the following review helpful By Charles Birch on September 21, 2000
In this book, I present the Balanced Scorecard in a way that challenges traditional measurement views, and show that a balanced approach is the key to rapid and successful execution of strategy and, ultimately, business success.
My experience working with senior executives in leading Australian corporations to understand and document the key elements necessary for successful implementation of the Balanced Scorecard is translated in this book. Best practice examples from blue-chip Australian companies like BHP, Coco-Cola, Ericsson Australia, Hewlet-Packard, NRMA, Orica, Telstra, and Toyota, are featured in Future Success!.
Innovative Australian companies today are using the balanced scorecard to (1) gain consensus and clarity about their strategic objectives; (2) communicate strategic objectives to business units, departments, teams, and individuals, (3) align strategic planning, resource allocation and budgeting processes, and (4) obtain feedback and learn about the effectiveness of their strategic plan and its implementation.
In the first part, I explain why business performance measurement is often managed piecemeal, leading to suboptimal results. In the second part, I put forward the case for an integrated approach, bringing together the essential components of a robust strategic management system including communication, innovation, shared learning, and reward systems. I further describe how the balanced scorecard can be used to bring these elements into focus at all levels of the organisation. In the third part, I describe, in detail, how Australian companies can evaluate the effectiveness of their strategic management system and use the balanced scorecard to mobilise the organisation in support of the vision and shareholder and customer expectations. In the fourth part, I share my practical knowledge about the design, implementation, and use of the balanced scorecard as a strategic management system.
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