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Chapter 1

1. Dava Sobel,Longitude(New York: Penguin Books, 1995).

2. Robert S. Kaplan and David P. Norton, The Balanced Scorecard(Boston: Harvard Business School Press, 1996).

3. Michael Porter, What Is Strategy, Harvard Business Review(NovemberDecember 1996).

4. W. Chan Kim and Renee Mauborgne, Value Innovation: TheStrategic Logic of High Growth, Harvard Business Review ( Janu-aryFebruary 1997), p. 106.

5. Michael Tracy and Fred Wiersema, The Discipline of Market Leaders(Boston:Addison-Wesley Publishing, 1995).

6. D. Garvin, Interview with Craig Weatherup of Pepsi: Leverag-ing Processes for Strategic Advantage, Harvard Business Review(SeptemberOctober 1995).

Chapter 2

1. John Purcell,Nick Kinnie, and Sue Hutchinson,People Management(May 2003), pp. 3133.

2. Peter Drucker, Managing in a Time of Great Change(New York:TTDutton, 1993), p. 118.

3. Douglas Smith, Make Success Measurable(New York: John Wiley &Sons, Inc., 1999), p. 14.

4. Robert Kaplan and David P. Norton, Balanced Scorecard (Boston:

Harvard Business School Press, 1996).

5. Howard Armitage and Cam Scholey,Mapping Mavens: How Pri-vate and Public Companies Gain from Strategic Mapping, CMA(May 2003), pp. 1518.

Essentials of Balanced Scorecard

by Mohan Nair

Copyright 2004 Emerge Inc.

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6. Deborah L. Kerr, The Balanced Scorecard in the Public Sector,Perform Magazine1, no. 8, pp. 49.

Chapter 3

1. Christopher Meyer,How the Right Measures Help Teams Excel,Harvard Business Review(MayJune 1994), p. 95.

2. Rich Willis,Major Boo-Boo, Forbes ASAP(April 7, 1997), p. 36.

3. Gary H.Anthes, The Long Arm of Moores Law, Computerworld(October 5, 1998), p. 69. Note about Moores Law: Mr. Gordon

Moore is founder of Intel Corporation. He identified this theory,which is used extensively to identify the growth of semiconductorcomplexity.

4. Fay A. Borthick and Harold Roth,Faster Access to More Infor-mation for Better Decisions,Journal of Cost Management(Winter1997), p. 25.

5. Peter Drucker presented this notion in his keynote speech at theAnnual Users Group meeting for Cognos Corporation in 1997.

6. Lawrence S.Lyons,Creating Tomorrows Organization: Unlockingthe Benefits of Future Work, Leader to Leader(Summer 1997), pp.79.A gap existed between the needs of the business and the ca-pabilities of technology.Today all that has changed.The capabilitiesof information technology now outstrip the needs of business.

7. Peter Drucker,The Information Executives Truly Need, HarvardBusiness Review( JanuaryFebruary 1995), pp. 5462.

8. John Whitney,Strategic Renewal for Business Units, Harvard Busi-ness Review( JulyAugust 1996), p. 85.

9. Morris Treadway,A Primer on Activity-Based Management: ABM inUtilities;A Process for Managing a Market Driver Business (Coopers &Lybrand, 1995).

10. John H. Lingle and William A.Schiermann,From Balanced Score-card to Strategic Gauges: Is Measurement Worth It? Management

Review85, no. 3 (March 1996), p. 56.

11. Christopher D. Ittner and David F. Larcker,Coming Up Short onNonfinancial Performance Measures, Harvard Business Review(No-vember 2003).

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Chapter 4

1. Websters 9th New Collegiate Dictionary (Springfield, MA: Mer-

riam Webster Inc., 1991).

2. Michael Porter,What Is Strategy? Harvard Business Review (No-vemberDecember 1996), pp. 6178.

3. C. K. Prahalad and Gary Hamel, The Core Competence of theCorporation, Harvard Business Review(MayJune 1990).

4. Ibid.

5. C. K. Prahalad and Gary Hamel, Competing for the Future(Boston:

Harvard Business School Press, 1994).

6. Interview and follow-up e-mail from Deborah Kerr,Texas state au-ditors office.

7. Mission Statement from Qsent. Used with permission.

8. Deborah Kerr,The Balanced Scorecard in the Public Sector, Per-form Magazine1, no. 8, pp. 49.

9. James R. Lucas, Fatal Illusions (AMACOM, 1997), p. 40.

Chapter 5

1. John H. Lingle and William A. Schiemann,From Balanced Score-card to Strategic Gauges; Is Measurement Worth It? ManagementReview85, no. 3 (March 1996), p. 55.

Chapter 6

1. Charles Fishman,Change, Fast Company (AprilMay 1997),p. 66.

2. Andrew Grove, High Output Management (New York: RandomHouse, 1983), p. 173.

3. Jim Collins,Good to Great(New York: HarperCollins, 2001) p. 57.

4. Peter M. Senge, The Fifth Discipline (New York: Doubleday Cur-rency, 1990).

5. Steven Covey, The 7 habits of Highly Effective People (New York:

Simon & Schuster Inc., 1990).

6. Thomas D. Davenport,Information Behavior:Why We Build Sys-tems That Users Wont Use, Computerworld(September 15, 1997),p. 3.

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Chapter 7

1. J.Whitney,Strategic Renewal for Business Units, Harvard Business

Review( JulyAugust 1996), pp. 8498.

2. Georgia M. Harrigan and Ruth E. Miller, Managing Changethrough an Aligned and Cascading Balanced Scorecard: A CaseStudy (courtesy of Pbviews at www.pbview.com).

3. Bala Balachandran, Cost Management at Saturn: A Case Study,Business Week Executive Briefing Services 5, pp. 2528.

4. James C. Collins and Jerry I.Porras,Built To Last: Successful Habits of

Visionary Companies (New York: HarperCollins, 1994).

Chapter 8

1. Balanced Scorecard Collaborative, www.bscol.com.

2. Christopher Dedera,Harris Semiconductor ABC:Worldwide Im-plementation and Total,Journal of Cost Management(Spring 1996),p. 94.

3. Adapted from K. Phillips and Kevin Dilton-Hill, Willards Foods:Managing Customer Profitability with ABC Information,As Easyas ABC:ABC Technologies Newsletter(Winter 1996).

4. Steven Covey, The 7 Habits of Highly Effective People (New York:Simon & Schuster, 1990).

5. Thomas Hoffman, Datawarehouse, the Sequel, Computerworld( June 2, 1997), pp. 6972.

6. Report mining systems generate asynchronous reports that are self-triggering when certain predefined data items or formulae or rela-tionships change. Read Stewart Mckie, Mining Your AccountingData, Controller Magazine(November 1996), pp. 4346.

Chapter 9

1. Brenk Lank,Performance Measurement System for Subaru-IsuzuAutomotive Inc., Pbview case study, www.pbviews.com.

2. Shaku Atre,Plan for Data Marts, Computerworld( June 16, 1997),pp. 7172.

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Chapter 10

1. Brent Lank,Performance Measurement System for Subaru-Isuzu

Automotive Inc., case study on www.pbviews.com.

2. XML = eXtendable markup language used for the interchange ofstructured data. Designed for interoperatability and ease of design.

3. Major Peter Bishop, Major Karl Leclerc, Implementing Perfor-mance Measurement within a Government Organization, casestudy on www.pbviews.com.

4. EVA is a registered trademark of Stern Stewart & Co.

5. CJ McNair,To Serve The Customer Within,Journal of Cost Man-agement(Winter 1996), p. 42.

Chapter 11

1. Paul R. Niven, Balanced Scorecard, Step-by-Step: Maximizing Perfor-mance and Maintaining Results (New York: John Wiley & Sons, Inc.,2002).

2. Exhibits 11.3, 11.4, and 11.5 are only prototypes of a possible BSCreporting system and are not meant to be endorsed in any way.They are merely used as samples for reader. Microsoft Access is atrademark of Microsoft Corp.

Chapter 12

1. Spyros G. Makridakis, Forecasting, Planning, and Strategy for the 21st

Century (New York:Free Press, 1990), p. 233.

2. Bala Balachandran, Cost Management at Saturn: A Case Study,Business Week Executive Briefing Services 5, pp. 2528.

3. Robert S. Kaplan and David P. Norton, The Balanced Scorecard(Boston: Harvard Business School Press, 1996).

4. Yvon Rousseau, Turning Strategy into Action in Financial Ser-

vices, SMA Management 73, no. 10 (December 1999/January2000), p. 25.

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Chapter 13

1. M. Hammer, M and J. Champy, Reengineering the Corporation (New

York: HarperBusiness, 1993).

2. Some treatment of the topic can also be found in J. Miller and T.Vollman,The Hidden Factory, Harvard Business Review(Septem-berOctober 1985).

3. Norm Raffish, and Peter B.B.Turney, ed., The CAM-I Glossary ofActivity-Based Management, version 1.2 (Arlington,TX:The Consor-tium for Advanced ManufacturingInternational, 1992).

4. H.Thomas Johnson and Robert S. Kaplan, Relevance Lost:The Riseand Fall of Management Accounting(Boston:Harvard Business SchoolPress, 1987).

5. J. Miller, Implementing Activity-Based Management in Daily Operations(New York: John Wiley & Sons, Inc., 1996).

6. M.R. Ostrenga,Terrence R. Osan, Robert D. Mcilhartan, MarcusD. Harwood, Ernst & Young Guide to Total Cost Management (New

York: John Wiley & Sons, Inc., 1992).

7. Mohan Nair,Activity-based Information Systems:An Executives Guideto Implementation (New York: John Wiley & Sons, Inc., 1999).

8. R.W. Dye,Keeping Score,CMA Management(December/January2003), pp. 1823.

9. Dana R. Hermanson, and Heather M. Hermanson,The BalanceScorecard as a Board Tool, Corporate Board10, no. 102 ( January/

February 1997), p. 17.

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