Notice of RetractionSuccessfully Executing Strategy by Implementing the Balanced Scorecard

Notice of Retraction

After careful and considered review of the content of this paper by a duly constituted expert committee, this paper has been found to be in violation of IEEE´s Publication Principles.

We hereby retract the content of this paper. Reasonable effort should be made to remove all past references to this paper.

The presenting author of this paper has the option to appeal this decision by contacting TPII@ieee.org.

The balanced scorecard is a management technique developed by Harvard professor Robert Kaplan and consultant David Norton. Instead of focusing solely on financial objectives, the balanced scorecard is an integrated set of performance measures organized around four distinct perspectives - financial, customer, internal, and innovation and learning. The balanced scorecard helps business leaders manage their businesses and achieve full execution of their strategies through the use of objectives, measures, targets, and initiatives. This paper explores developing a scorecard for the organization as a whole, but in fuller implementations, the scorecard cascades down to geographic areas, divisions, departments, and individual employees. The paper begins with a brief discussion of strategy before shifting to more in-depth coverage of the balanced scorecard. Finally, the paper presents an example of the balanced scorecard established for a moderate size engineering firm.