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The balanced scorecard approach to objective setting

Integrated metrics such as the 

balanced scorecard

 have become widely used as a means 

of translating organisational strategies into objectives and then providing metrics to moni-

tor the execution of the strategy. Since the balanced business scorecard is a  well-  known and 

widely used framework, it can be helpful to define objectives for digital business in the cat-

egories below.

It was popularised in a Harvard Business Review article by Kaplan and Norton (1993). In 

part, it was a response to  over-  reliance on financial metrics such as turnover and profitability 

and a tendency for these measures to be retrospective rather than looking at future potential.

The main areas of the balanced scorecard are: