FIGURE 3. MOBIL USES REVERSE ENGINEERING OF
A STRATEGY MAP AS A STRATEGY DIAGNOSTIC
MOBIL使用反向工程，作為一項策略診斷的策略地圖
The Template (Strategy Map: Partial)
Revenue Growth Strategy
Improve quality of our revenue by understanding customer
needs and differentiating ourselves accordingly
Financial
Volume
Growth
Revenue
Growth
Net
Margin
Customer
Volume
Growth
Win-Win
Dealer
Relations
策略地圖範例
營收成長策略
瞭解顧客需求，發展新差異化的競爭力，
改善營收結構
財務結構
營收成長
銷售量成長
顧客構
面
優越的
購買經驗
淨毛利
雙贏的
經銷商關係
Internal
Non
Gasoline
Products &
Services
Best in
Class
Franchise
Team
On Spec
On Time
Learning
Climate
Personal
Growth
Competency
Tools
Functional
Excellence
Process
Improveme
nt
內部流
程構面
非汽油的
產品與服
務
業界最佳
經銷商團
隊
符合規格
如期交貨
員工能力
工具
學習與成長構面
組織氣候
個人成長
功能優勢
流程改善
SBU A: “Did we eliminate the dealer?”
Financial
Volume
Growth
Customer
Delight the
Consumer
Revenue
Growth
Net
Margin
SBU A: “我們跳過經銷商?”
財務結構
營收成長
銷售量成長
顧客構面
優越的
購買經驗
淨毛利
Internal
Non
Gasoline
Products &
Services
On Spec
On Time
Learning
Climate
Competency
Tools
Personal
Growth
Functional
Excellence
Process
Improvement
內部流
程構面
非汽油的
產品與服務
符合規格
如期交貨
學習與成長構面
組織氣候
個人成長
員工能力
功能優勢
工具
流程改善
SBU B: “Have we achieved perfection?”
Financial
Volume
Growth
Revenue
Growth
Net
Margin
Customer
Delight the
Consumer
Win-Win
Dealer
Relations
SBU B: “我們得到了完美?”
財務結構
營收成長
銷售量
成長
淨毛利
顧客
構面
優越的
購買經驗
雙贏的
經銷商關係
Internal
Non
Gasoline
Products &
Services
Best in Class
Franchise
Team
Learning
Climate
Competency
Tools
Personal
Growth
Functional
Excellence
Process
Improvement
內部流
程構面
非汽油的
產品與服務
業界最佳的
經銷商團隊
學習與成長構面
組織氣候
員工能力
工具
個人成長
功能優勢
流程改善
Again, had this unit already achieved six sigma
quality levels so quality was no longer a strategic
priority? Mobil’s executive team used its divisional
strategy map to identify and remedy gaps in the
strategies being implemented at lower levels of the
organization.
同樣，這個單位已經達到了六個標準
差品質水準，所以品質不再是一個優先策
略事項嗎？Mobil公司的管理團隊，使用的
部門策略地圖以辨識和作出補救缺口在策
略實施比較低階的組織。
Stakeholder And Key Performance
Indicator Sorecards
公司股東和關鍵績效計分卡
Many organizations claim to have a Balanced Scorecard because
they use a mixture of financial and nonfinancial measures. Such
measurement systems are certainly more “balanced” than ones that
use financial measures alone. Yet, the assumptions and philosophies
underlying these scorecards are quite different from those
underlying the strategy scorecards and maps are described above.
We observe two other scorecards types frequently used in practice:
the stakeholder scorecard and the key performance indicator
scorecard.
許多組織聲稱其具有平衡計分卡，因為其使用的混
合金融和非金融的措施。這種測量系統肯定比單獨使用
財政措施更加〝平衡〞。然而，這些記分卡的假設和理
念相關的記分卡和策略地圖，上述的有很大的不同。觀
察到兩個記分卡，在實際上經常使用的類型：利害關係
人計分卡和關鍵績效指標記分卡。
Stakeholder Scorecards. The stakeholder scorecard
identifies the major constituents of the organizationshareholders, customers, and employees-and the community.
The scorecard defines the organization’s goals for these
different constituents, or stakeholders, and develops an
appropriate scorecard of measures and targets for them
(Atkinson and Waterhouse 1997). For example, Sears built its
initial scorecard around three themes:
利害關係人計分卡。利害關係人計分卡主要由
全組織股東、客戶、員工和社會所組成。計分
卡由這些組成項目定義該組織或股東的目標，
並制定適當的記分卡（Atkinson和Waterhouse，
1997）的措施和目標。例如，西爾斯初步建立
了自己的計分卡圍繞著三個主題：
〝a compelling place to shop〞
〝 a compelling place to work 〞
〝 a compelling place to invest 〞
〝一個引人注目的地方購物〞
〝一個引人注目的地方工作〞
〝一個引人注目的地方投資〞
Citicorp used a similar structure for its
initial scorecard-“a good place to word, to
bank, and to invest.” AT&T developed an
elaborate internal measurement system
based on financial vaue-added, customer
value-added, and people value-added.
花旗集團採用了類似的結構賦予最初計
分卡一個好詮釋。〝好的指令對銀行和投資
是使命〞。 AT＆T開發了一套根據金融增值，
客戶價值增值，人口增值的內部計量系統。
All these companies built their measurements
around their three dominant constituents-customers,
shareholders,
and
employees-emphasizing
satisfaction measures for customers ad employees
to ensure that these constituents felt well served by
the company. In this sense, they were apparently
balanced.
所有這些公司都建立了自己的測量標準，
圍繞這三個主要成分 - 客戶、股東、員工，
強調滿意度的措施是客戶提供給員工，以確保
這些人認為該公司服務很好。在這個意義上說，
他們顯然是平衡的。
Comparing these scorecards to the strategy map
template in Figure 2 we can easily detect what is
missing from such scorecards: no objectives or
measures for how these balanced goals are to be
achieved, how employees, customers, and
shareholders will be satisfied. Thus, a strategy of an
organization and, therefore, is not an adequate
foundation on which to build a management system.
比較這些記分卡的策略地圖，在圖2中，可
以很容易地檢測到缺少的記分卡： 如何實現這
些平衡的目標，如何將員工、客戶、股東滿意沒
有目標或措施。因此，一個組織策略，並非有足
夠的基礎，建立一個管理系統。
Missing from the stakeholder card are the drivers
to achieve the goals. Such drivers include an explicit
value proposition such as innovation that generates
new products and services or enhanced customer
management processes, the deployment of
technology, and the specific skills and competencies
of employees required to implement the strategy.
利害關係人計分卡缺少的是達到目標的驅
動因子。這樣的執行程序中有明確的價值主張，
如產品和服務上的創新、加強客戶管理流程、
技術的部門和具體的實施策略所需要的員工的
技能和能力。
In a well-constructed strategy scorecard, the
value proposition in the customer perspective, all
the processes in the internal perspective, and the
learning and growth perspective components of the
scorecard define the “how” that is as fundamental
to strategy as the outcomes that the strategy is
expected to achieve.
建構良好的策略記分卡的價值主
張、從顧客的角度、所有的過程從內
部的角度觀察，學習與成長角度的計
分卡組件定義〝如何〞為根本，有助
於實現此策略。
Stakeholder scorecards are often a first step on the road to
a strategy scorecard. But as organizations begin to work with
stakeholder cards, they inevitably confront the question of
“how.” This leads to the next level of strategic thinking and
scorecard design. Both Sears and Citicorp quickly moved
beyond their stakeholder scorecards, developing an insightful
set of internal process objectives to complete the description of
their strategy and, ultimately, achieving a strategy Balanced
Scorecard.
利害關係人計分卡經常是邁向策略計分卡的第一
步。但是，當利害關係人計分卡組織開始執行，他們
不可避免面對的問題是〝如何〞。這將引導出一個新
水平的策略思想和計分卡的設計。西爾斯和花旗集團
都很快超越了利害關係人計分卡，發展一個精闢的內
部流程目標，以完成其的策略描述，並最終實現策略
平衡計分卡。
Key
Performance
Indicator
Scorecards.
Key
Performance Indicator(KPI) scorecards are also common.
The total quality management approach and variants such
as the Malcolm Baldrige and European Foundation for
Quality Management (EFQM) awards generate many measures
to monitor internal processes. When migrating to a
“Balanced Scorecard,” organizations often build on
the base already established by classifying their
existing measurements into the four BSC categories.
關鍵績效指標計分卡。關鍵績效指標（KPI）記
分卡也很常見。全面品質管理的方法和差異數，如馬
爾科姆·鮑德里奇和歐洲基金會（EFQM）品質管理獎
項，產生了許多措施來監控內部流程。當引進到一個
〝平衡計分卡〞，企業往往建立在已經建立為四類
BSC現有的測量基礎上。
KPI scorecards also emerge when the
organization’s information technology group, which
likes to put the company database at the heart of
any change program, triggers the scorecard design.
Consulting organizations that sell and install large
systems, especially so-called executive information
systems, also offer KPI scorecards.
KPI記分卡也出現，當組織的資訊技術，
習慣於把公司的數據庫，改變程序的核心，
引起記分卡的設計。諮詢組織銷售與安裝大
型系統，特別是行政資訊系統，還提供了KPI
計分卡。
As a simple example of a KPI scorecard, a financial service
organization articulated the 4Ps for its “balanced scorecard:”
以KPI計分卡作為一個簡單的例子，金融服務機
構的4P闡述其“平衡計分卡：
1. Profits
2. Portfolio(size of loan volume)
3. Process(percent processes ISO certified)
4. People(meeting diversity goals in hiring)
1.利潤
2.投資組合（貸款量的規模）
3.程序（經ISO認證合格的比例）
4.人員（能滿足多樣性的僱用目標）
Although this scorecard is more balanced than
one using financial measure alone, comparing the
4P measures to a strategy map like that in Figure 2
reveals the major gaps in the measurement set. The
company has no customer measures and only a
single intimal-process measure, which focuses on an
initiative not an outcome.
雖然這記分卡比單獨使用財務指標和4P
措施，更加平衡的策略地圖，像圖2顯示在測
量設定的主要差距。該公司沒有顧客的措施，
只有一個單一的內部進程測度，專注於一項
決策，而不是一個結果。
This KPI scorecard has no role for information
technology (strange for a financial service
organization), no linkages from the internal
measure(ISO process certification) to a customervalue proposition or to a customer outcome, and no
linkage from the learning and growth measure
(diverse work force) to improving an internal process,
a customer outcome, or a financial outcome.
此KPI記分卡沒有資訊科技的作用（健全的金
融服務機構），從內部措施沒有聯繫（ISO流程認
證）從學習和成長的措施，客戶的價值主張或客
戶的結果，並沒有聯繫（多元化的勞動力）改善
內部流程，顧客的結果，或財務結果。
KPI scorecards are most helpful for departments and
teams when a strategic program already exists at a
higher level. In this way, the diverse indicators enable
individuals and teams to define what they must do well
to contribute to higher-level goals. Unless, however, the
link so strategy is clearly established, the KPI scorecard
will lead to local but not global or strategic improvements.
KPI記分卡是最能幫助部門和團隊，當一
項策略計劃，它已經存在於一個較高水平。這
種方式，各種指標，使個人和團隊來定義他們
必須做什麼有助於更高層次的目標。除非KPI
計分卡是導致局部的而不是全部政策的改進，
然而這樣的連接策略的顯然是成立的。
Balanced Scorecards should not just be collections of
financial and nonfinancial measures, organized into three
to five perspectives. The best Balanced Scorecards reflect
the strategy of the organization. A good test is whether
you can understand the strategy by looking only at the
scorecard and its strategy map. Many organizations fail
this test, especially those that create stakeholder
scorecards or key performance indicator scorecards.
平衡計分卡不應該只是集合財務和非財務措施，
而是整理成三至五個方面。最好的平衡計分卡反映了
該組織的策略。一個好的測試是，是否可以透過記分
卡與策略地圖來瞭解策略。許多組織並沒有這個測試，
尤其是那些創造計分卡或關鍵績效指標計分卡的利害
關係人。
Strategy scorecards along with their
graphical representations on strategy maps
provide a logical and comprehensive way to
describe strategy. They communicate clearly
the organization’s desired outcomes and its
hypotheses about how these outcomes can
be achieved.
策略記分卡沿著與其的圖形表示在策略
地圖提供了一個合乎邏輯和全面的方式來描
述策略。清楚地瞭解本組織的預期結果和其
假設這些成果可以實現。
For example, if we improve on-tome dlivery,
then customer satisfaction will improve; if
customer satisfaction improves, then customer
will purchase more. The scorecards enable all
organizational units and employees to understand
the strategy and identify how they can contribute
by becoming aligned to the strategy.
例如，如果我們改進如期交貨，客戶滿
意度將提高；如果提高了客戶滿意度，然後
客戶將購買更多。計分卡讓所有組織單位和
員工能夠瞭解策略，並確定他們有助於如何
才能與策略一致。
Applying The BSC To Nonprofits
And Government Organizations
應用平衡計分卡的非營利組織和
政府機構
During the past five years, the Balanced
Scorecard has also been applied by nonprofit and
government organizations (NPGOs). One of the
barriers to applying the scorecard to these sectors
is the considerable difficulty NPGOs have in clearly
defining their strategy. We reviewed “strategy”
documents of more than 50 pages.
在過去的5年中，平衡計分卡也應用於
非營利與政府機構(NPGOs)。這些行業應用
計分卡相當困難的障礙是NPGOs有明確界定
的策略。我們回顧了超過50頁〝策略〞的文
件。
Most of the documents, once the mission and vision
are articulated, consist of lists of programs and
initiatives, not the outcomes the organization is trying to
achieve. These organization must understand Porter's
(1996, p. 77) admonition that strategy is not only what
the organization intends to do, but also what it decides
not to do, a message that is particularly relevant for the
NPGOs.
一旦使命和遠見是連接的，大部份的文件內
容僅包含計劃和措施，而不是組織試圖實現的結
果。這些組織必須了解Porter‘s(1996, p.77)
告誡策略不僅是該組織想要做什麼，而且也包括
決定不做什麼，特別相關的NPGOs的訊息。
Most of the initial scorecards of NPGOs feature an operational
excellence strategy. The organizations take their current mission as
a given and try to do their work more efficiently - at lower cost,
with fewer defects, and faster. Often the project builds off of a
recently introduced quality initiative that emphasizes process
improvements. It is unusual to find nonprofit organizations
focusing on a strategy that can be thought of as product leadership
or customer intimacy. As a consequence, their scorecards tend to
be closer to the KPI scorecards than true strategy scorecards.
大多數開始的計分卡的NPGOs以經營卓越策略為特色。
該組織採取他們目前的任務作為一個特定並嘗試以更有
效率地做他們的工作-以較低的成本，較少的缺陷和更快
速。通常計劃建立在新近被引進的措施，強調過程的改
進。這是獨特的發現非營利性組織專注於策略可以被當
作是產品的領導或顧客的親密關係。因此，他們的計分
卡傾向於KPI計分卡比策略計分卡更為封閉。
The City of Charlotte, North Carolina, however, followed a
customer-based strategy by selecting an interrelated set of
strategic themes to create distinct value for its citizens (Kaplan
1998). United Way of Southeastern New England also
articulated a customer (donor) intimacy strategy (Kaplan and
Kaplan 1996). Other nonprofits-the May Institute and New
Profit Inc.- selected a clear product-leadership position (Daplan
and Elias 1999).
美國北卡羅來納州的夏洛特市，然而，隨之而來的是
以客戶為基礎的策略藉由選擇有互相關聯的策略主題，為
公 民 創 造 獨 特 的 價 值 (Kaplan 1998) 。 United Way of
Southeastern New England(新英格蘭東南部的聯合之路)
也明確表達了客戶親密策略(Kaplan and Kaplan 1996)。
其 他 非 營 利 組 織 - the May Institute and New Profit
Inc.(五月學會和新利股份有限公司)-選擇一個明確的產
品領導地位(Daplan and Elias 1999)。
The May Institute uses partnerships with universities and
researchers to deliver the best behavioral and rehabilitation
care delivery. New Profit Inc. introduces a new selection,
monitoring, and governing process unique among nonprofit
organizations. Montefiore Hospital uses a combination of
product leadership in its centers of excellence, and excellent
customer relationships-through its new patient-oriented care
centers-to build market share in its local area (Kaplan 2001).
May Institute(五月學會)所使用的夥伴關係與大學
和研究人員提供最好的行為和康復保健服務。New Profit
Inc.(新利股份有限公司)推出新的選擇，監控和管理的過
程中唯一的非營利組織。Montefiore Hospital(蒙蒂菲奧
里醫院)使用結合其中心卓越的產品領導地位，和傑出的顧
客關係-透過新的以患者為導向的護理中心-以建立當地的
市場佔有率(Kaplan 2001)。
These examples demonstrate that NPGOs can be
strategic and build competitive advantage in ways
other than pure operational excellence. But it takes
vision and leadership to move from continuous
improvement processes to thinking strategically
about which processes and activities are most
important for fulfilling the organization’s mission.
這些例子顯示了NPGOs 可以是策略和建
立競爭優勢的方式比其他單純的經營方式卓
越。但它需要遠見和領導能力，促使以持續
改進過程的思考策略，關於過程和活動是最
重要的能實現組織的使命。
Modifying the Architecture of Balanced Scorecard.
Most NPGOs had difficulty with the original
architecture of the Balanced Scorecard that placed
the financial perspective at the top of the hierarchy.
Given that achieving financial success is not the
primary objective for most of these organizations,
many rearrange the scorecard to place customers or
constituents at the top of the hierarchy.
修改平衡計分卡的結構。大多有困難的
NPGOs與原先從財務觀點來看的平衡計分卡結
構是在高階的等級。要完成財務上的成功並
不是這些組織的主要目的，而是許多計分卡
將客戶或委託人重新排列放置於高階等級。
In a private-sector transaction, the customer
plays two distinct roles-paying for the service and
receiving the service-that are so complementary that
most people don’t even think about them separately.
But in a nonprofit organization, donors provide the
financial resources-they pay for the service-while
another froup, the constituents, receives the serice.
在私立的部門交易中，顧客扮演著兩種不
同的角色－支付服務和接受服務－很多人不認
為其是個別地而是互補的。但是在非營利的組
織，捐贈者提供財務資源－他們支付服務－而
另一組，委託人接受其服務。
Who is the customer-the one paying or the one
receiving? Rather than have to make such a Solomonic
decision, organizations place both the donor
perspective and the recipient perspective, in parallel, at
the top of their Balanced Scorecards. They develop
objectives for both donors and recipients, and then
idenrify the internal processes that deliver desired
value propositions for both groups of “customers.”
誰是顧客呢－是支付服務的或是接受服務的?而
不是要做出這樣Solomonic的決定，組織將從捐贈者
的觀點和受領者的觀點，在相同的觀點上，高階等
級的平衡計分卡。他們發展捐贈者和受領者的目標，
然後確定的內部流程所提供需要價值主張這兩個群
組的〝顧客〞。
In fact, nonprofit and government agencies should consider
placing an over-arching objective at the top of their scorecard
that represents their long-term objective such as a reduction in
poverty or illiteracy, or improvements in the environment. Then
the objectives within the scorecard can be oriented toward
improving such a high-level objective. High-level financial
measures provide private sector companies with an
accountability measure to their owners, the shareholders.
事實上，非營利組織和政府機構應該考慮將一
個總體的目標放在他們高階的計分卡中以代表他們的
長期目標像是減少貧窮或文盲，或改善環境。然後目
標範圍內的計分卡可以朝向改善這樣高層次的目標。
高層次的財務措施提供私人公司的負責人、股東讓他
們有一個負責任的措施。
For a nonprofit or government agency, however,
thefinancial measures are not the relevant indicators of
whether the agency is delivering on its mission. The
agency’s mission should be featured and measured at
the highest level of its scorecard. Placing an overarching objective on the BSC for a nonprofit or
government agency communicates clearly the long-term
mission of the orgznization as portrayed in Figure 4.
然而，對於一個非營利機構或政府機構來說，
財務措施不是該機構是否正在實現其使命的相關指
標。該機構的使命應該在計分卡中最高等級的特色
和衡量。在BSC的非營利組織或政府機構發出一個總
體目標來連結組織明確的長期任務，描繪在圖4。
FIGURE4. ADAPTING THE BALANCED
SCORECARD FRAMEWORD TO NONPROFIT
ORGANIZATIONS
圖4 調整非營利組織平衡計分卡架構
FIGURE4. ADAPTING THE BALANCED SCORECARD FRAMEWORD
TO NONPROFIT ORGANIZATIONS
The Mission
“If we succeed, how will we
look to our financal donors?”
“To achieve our vision, how
must we look to our customers?”
“To satisfy our customers, financial donors, and
mission, at what business processes must we excel?”
“To achieve our vision, how must our people
learn, communicate, and work together?”
The mission, rather than the financial/shareholder objectives,
drives the organizations’s strategy.
圖4 調整非營利組織平衡計分卡架構
使命
“為了成功地獲取資金，應
如何面對我們的股東？”
“為了達成願景應如何
面對的顧客？”
“為了滿足股東與顧客，必須採取什
麼樣的企業程序？”
“為了達成願景應如何持續地改變及
進步？”
使命不是金融/股東的目標，而是帶動組織的策略。
Even the financial and customer objectives, however, may need
to be re-examined for governmental organization. Take the case of
regulatory and enforcement agencies that monitor and punish
violations of environmental, safety, and healt regulations. These
agencies, which detect transgressions, and fine or arrest those who
violate the laws and regulations, cannot look to their “immediate
customer” for satisfaction and loyalty measures.
即使是財務和顧客的目標，然而，政府機構可能
需要重新審查。在這情況下，管理機關和執法機關的
監督和懲罰違反環境、安全和健康規定。這些機構發
現違法行為，和罰款或逮捕那些違反法律和規定，不
能指望〝目標顧客〞的滿意度和忠誠度的措施。
Clearly not; the true “customers” for such
organizations are the citizens at large who
benefit from effective but not harsh or
idiosyncratic enforcement of laws and regulations.
Figure 5 shows a modified frameword in which a
government agency has three high-level
perspectives:
顯然不是；真正的〝顧客〞最大有
效的受益者是這些組織裡的公民，但並
不是惡劣或特殊的強制法律和規定。圖5
顯示了修改後的框架的政府機構中有三
個高層次的觀點：
FIGURE 5. THE FINANCIAL/CUSTOMER
OBJECTIVES FOR PUBLIC SECTOR AGENCTES
MAY REQUIRE THREE DIFFERENT
PERSPECTIVES*
圖5 金融/政府部門機構客戶的目標
可能需要三種不同的觀點*
FIGURE 5. THE FINANCIAL/CUSTOMER OBJECTIVES FOR PUBLIC SECTOR AGENCTES
MAY REQUIRE THREE DIFFERENT PERSPECTIVES*
Mission
Cost of providing
servicce, including
social cost
Value/benefit of
service, including
positive
externalities
Support of
legitimizing
authorities:
 Legislature
 Voters/tax payers
Internal Processes
Learning and
growth
*. Professor Dutch Leonard, Kennedy School of Government, Harvard University,
collaborated to develop this diagram.
圖5 金融/政府部門機構客戶的目標可能需要三種不同的觀點*
使命
財務構面:
包括社會成本
顧客構面：
價值/效益的
外部效應
內部流程構面
員工創新及
學習構面
 立法機關
 民意機構
 民意支持
1. Cost Incurred: This perspective emphasizes the importance
of operational efficiency. The measured cost should include
both the expenses of the agency and the social cost it
imposes on citizens and other organizations through its
operations. For example, an environmental agency imposes
remediation costs on private-sector organizations. These are
part of the costs of having the agency carry out its mission.
The agency should minimize the direct and social costs
required to achieve the benefits called for by its mission.
1. 已發生成本：這種觀點強調營運效率的重要性。衡
量成本應該包括機構的費用和社會成本把這些成本
加強於公民和其他組織的營運上。例如，環境機構
把私人組織加強在補救成本上。這些機構執行其任
務成本的一部分。該機構應該減少所需的直接成本
和社會成本以實現利益所要求的任務。
2. Value Created: This perspective identifies the benefits being
created by the agency to citizens and is the most problematic
and difficult to measure. It is usually difficult to financially
quantify the benefits from improved education, reduced
pollution, better health, less congestion, and safer
neighborhoods. But the balance scorecard still enables
organizations to identify the outputs, if not the outcomes, from
its activities, and to measure these outputs. Surrogates for
value created could include percentage of students acquiring
specific skills and knowledge;
2. 創造價值：這種觀點確定其利益藉由創造機構的公民
是最棘手的且難以衡量。它通常是很難在財務上使量
化的利益從改善教育、減少污染、更健康、更少的擁
擠和更安全的社區。但平衡計分卡仍然使組織能夠以
確定的產出，如果沒有其結果，從它的活動和衡量其
產出。代理人創造的價值包括獲得特殊地技術和知識
的學生百分比；
density of pollutants in water, air, or land; improved morbidity
and mortality in targeted populations; crime rates and
perception of pubic safety; and transportation times. In
general, public-sector organizations may find they use more
output than outcome measures. The citizens and their
representatives-elected officials and legislators-will eventually
make the judgments about the benefits from these outputs vs.
their costs.
污染物的密度在於水、空氣、和土地；改善目
標人群的發病率和死亡率；犯罪率和公眾安全的看
法；和運輸時間。在一般情況下，公共部門的組織
可能會發現他們使用更多產出的結果措施。公民和
他們的代表選舉產生的官員－從他們的產出和他們
的成本最終會作出最有利的判斷。
3. Legitimizing Support: An important “customer” for any
government agency will be its “donor,” the
organization － typically the legislature-that provides
the funding for the agency. In order to assure
continued funding for its activities, the agency must
strive to meet the objectives of its funding source－
the legislature and, ultimately, citizens and taxpayers.
3. 合法的支持：任何政府機構的一個重要的〝顧
客〞將其〝捐贈者〞 ，該組織－代表著立法
機關－提供機構的資金。為了保證繼續其活動
的資金，該機構必須努力以滿足目標的資金來
源－為立法機關和最終的公民和納稅人的目標。
After defining these three high-level
perspectives, a public-sector agency can
identify its objectives for internal processes,
learning, and growth that enable objectives
in the three high-level perspectives to be
achieved.
定義這三個高層次的觀點，公共部
門機構可以確定其內部流程的目標，學
習和成長，使目標能夠實現在這三個高
層次的觀點裡。
Beyond Measurement To Management
深入衡量管理
Originally, we thought the Balanced Scorecard was
about performance measurement (Kaplan and Norton
1992). Once organizations developed their basic
system for measuring strategy, however, we quickly
learned that measurement has consequences far
beyond reporting on the past. Measurement creates
focus for the future. The measures chosen by
managers communicate important messages to all
organizational units and employees.
起初，我們以為平衡計分卡只是用來績效衡量
(Kaplan and Norton 1992)。一旦組織發展策略的
基礎制度，然而，很快產生的影響遠遠超過了過去
的報告。創造未來的重點，經理選擇的措施是把重
要對於各組織單位和員工訊息的傳達。
To take full advantage of this power, companies
soon integrated their new measures into a
management system. Thus the Balanced Scorecard
concept evolved from a performance measurement
system to become the organizing framework, the
operating system, for a new strategic management
system (Kaplan and Norton 1996c, Part II).
為了要充分利用這個權力，公司很快將
他們的新措施轉入一個管理系統。因此，平
衡計分卡的組織架構概念是從績效衡量系統
演變成操作系統，新的策略管理系統(Kaplan
and Norton 1996c, Part II)。
The academic literature, rooted in the
original focuses on the BSC as a
measurement system (Ittner et al. 1997;
Ittner and Larcker 1998; Banker et al 2000;
Lipe and Salterio 2000) but has yet to
examine its role as a management system.
學術文獻根源於原始的重點在BSC作為
績 效 衡 量 系 統 (Ittner et al. 1997;
Ittner and Larcker 1998; Banker et al
2000; Lipe and Salterio 2000)但還沒有
研究是作為一種管理系統的角色。
Using this new strategic management system,
we observed several organizations achieving
performance breakthroughs within two to three ears
of implementation (Kaplan and Norton 2001a, 4-6,
7-22). The magnitude of the results achieved by the
early adopters reveals the power of the Balanced
Scorecard management system to focus the entire
organization on strategy.
在使用新的策略管理系統之下，觀察到幾個組織
內達到績效突破點不超過兩到三個中間環節(Kaplan
and Norton 2001a, 4-6, 7-22)。早期使用者把重點
放在整個組織的策略上，來揭露平衡計分卡管理系統
的效用，以達到重大成果的目的。
The speed with which the new strategies deliver
results indicates that the companies’ successes are
not due to a major new product or service launch,
major new capital investments, or even the
development of new intangible or
“intellectual”
assets. The companies, of course, develop new
products and services, and invest in both hard,
tangible assets, as well as softer, intangible assets.
新的策略提供結果表示公司成功的速度並非由
於新的主要產品或服務的推出、新的主要資本投資，
甚至是發展新的無形資產或〝知識〞資產。當然，
公司開發新產品和服務、和投資在硬體設備、有形
資產以及軟體設備、無形資產。
But they cannot benefit much in two years from such
investments. To achieve their break-through performance,
the companies capitalize on capabilities and assets-both
tangible and intangible-that already exist within their
organizations. The companies’ new strategies and the
Balanced Scorecard unleash the capabilities and assets
previously hidden (or frozen) within the old organization.
In effect, the Balanced Scorecard provides the “recipe” that
enables ingredients already existing in the organization to
be combined for long-term value creation.
但是，他們在兩年內從這類投資也得不到什麼好處。
為了達到其突破性的績效，該公司利用能力和資產-包含
有形和無形，即其組織內部已經存在。該公司新的策略和
平衡計分卡解決隱藏在舊的組織內的能力和資產。事實上，
平衡計分卡提供的〝配方〞使能成為存在組織中相結合的
長期價值創造的要素。
Part II of our commentary on the Balanced Scorecard
(Kaplan and Norton 2001b) will describe how
organizations use Balanced Scorecards and strategy maps
to
accomplish
comprehensive
and
integrated
transformations.
These organizations redefine their
relationships with customers, reengineer fundamental
business processes, reskill the work force, and deploy new
technology infrastructures.
第 二 部 分 ， 我 們 評 論 的 平 衡 計 分 卡 (Kaplan
and Norton 2001b)，介紹組織如何使用平衡計分
卡和策略地圖以實現綜合性和全面性的變革。
這些組織重新定義它們與客戶之間的關係，重新整
合基礎的業務流程，重新學習技能的員工，和部門
新技術的基礎措施。
A new culture emerges, centered not on
traditional functional silos, but on the team effort
required to implement the strategy. By clearly
linking it to the drivers of change, a performancebased unique features of the strategy. The simple
act of makes a major contribution to the success of
the transformation program.
一種新的文化，核心不是傳統的職能部
門，但需要團隊的努力以實現策略。透過明
確地將其連結的變革，策略是以績效為基礎
的獨特特色。這個簡單的行為對成功的變革
方案作出重大貢獻。
2.2a
What is a strategy map?
策略地圖是什麼?
2.2b According to Kaplan and Norton,
what are the two basic approaches
toincreasing economic value?
根據Kaplan和Norton以增加經濟價值的
兩種基本方法為何?