The document discusses transforming the balanced scorecard from a performance measurement tool to a strategic management tool. It emphasizes linking measurements to strategy through cause-and-effect relationships defined in strategy maps. Strategy maps provide a framework with perspectives for financials, customers, internal processes, and learning/growth to illustrate an organization's hypotheses about critical drivers of value.

1. Transforming the Balanced
Scorecard from Performance
Measurement to Strategic
Panagement: Part I
Robert S. Kaplan & David P. Norton
Lecture 6A

2. • Emphasizes the linkage of measurement to strategy and the cause-
effect linkages that describe the hypotheses of the strategy.
• Reflects the changing nature of technology and competitive advante
inthe latter decades of the 20th century. (Intagible assets: customer
relationships, innovative products and services, high quality and
responsive operating process, skill and knowledge of the workfore,
information technology, organizational climate, proble-solving,
improvement.).

3. Visualcapitalist (2022)

4. Intangible Assets: valutation vs value creation
• The value from intangible assets is indirect.
• This value from intangible assets depends on organizational context
and strategy

5. Strategy Maps
• Framework of perspectives:
• Financial
• Customer
• Internal Business Processes
• Learning and Growth.