P A R T T W O
ONCE BUSINESSES HAVE BUILT their initial Balanced Scorecard, they should soon embed the scorecard in their ongoing management systems. In Part Two of the book, we illustrate how several companies are using the Balanced Scorecard as the cornerstone of a new strategic management system. Company managers have discovered that the scorecard enables them to bridge a major gap that formerly existed in their organizations: a fundamental disconnect between the development and formulation of strategy and its implementation. ...
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