David Norton

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David Norton - ToolsHero

David Norton is naast oprichter, ook directeur van het Palladium Group. Ook is David Norton één van de grondleggers van het bekende model Balanced Scorecard.

Biografie David Norton

Zijn wetenschappelijke carrière begon David Norton aan de Worcester Polytechnic Institute. Hij behaalde daar een BSc. graad in Electrical Engineering. Vervolgens behaalde David Norton een MSc. door middel van operationeel onderzoek van het Florida Institute of Technology. Aan de Florida State University behaalde David Norton een MBA Graad en uiteindelijk promoveerde hij aan de Harvard Business School op het vakgebied Business Administration.

Het bekendste werk van David Norton is zijn bijdrage aan de ontwikkeling van Balanced Scorecard, samen met Robert Kaplan. Naast onderzoek en docentschap, heeft hij tal van publicaties geschreven over dit model.

Hij is coauteur, met Robert Kaplan, van acht Harvard Business Review (HBR) artikelen en zes boeken, meest recent Digital Context 2.0: Seven Lessons in Business Strategy, Consumer Behavior, and the Internet of Things (2016). Van zijn boeken zijn meer dan één miljoen exemplaren verkocht in 23 verschillende talen.

David Norton is verkozen tot één van de 12 ‘s werelds meest invloedrijke management denkers door “Sun Top Media Thinkers 50″ in 2007.

David Norton en Robert Kaplan hebben in 2008 de “Champion of Workplace Learning and Performance Award” ontvangen vanuit het ASTD (The American Society for Training and Development).

Het prestatiemanagement model de Balanced Scorecard werd door de redactie van de Harvard Business Review geselecteerd als één van de meest invloedrijke management ideeën van de afgelopen 75 jaar.

Bekende quotes van David Norton

  1. “A company’s ability to innovate, improve, and learn ties directly to the company’s value.”
  2. “Customer-based measures are important, but they must be translated into measures of what the company must do internally to meet its customers expectations.”
  3. “Companies should decide what processes and competencies they must excel at and specify measures for each.”
  4. “A good balanced scorecard should tell the story of your strategy.”
  5. “It is important for management to meet to address short-term operational problems. But it is also important for senior managers to meet to discuss their progress in strategy implementation.”
  6. “A distinguishing feature of the comprehensive management system is its explicit link between long-term strategy and daily operations.”

Bekende publicaties en boeken van David Norton et al.

  • 2016. Digital Context 2.0: Seven Lessons in Business Strategy, Consumer Behavior, and the Internet of Things. BookBaby.
  • 2010. Managing alliances with the balanced scorecard. Harvard Business Review, 88(1-2), 114-120.
  • 2010. The Execution Premium: Linking Strategy to Operations for Competitive Advantage. Journal: Accounting Review – ACCOUNT REV , vol. 85, no. 4.
  • 2008. Mastering the management system. Harvard Business Review, 86(1), 62.
  • 2008. The execution premium: linking strategy to operations for competitive advantage. Harvard Business Press
  • 2006. Why System, Not Structure, Is the Way Toward Strategic Alignment: A Historical Perspective.
  • 2006. Alignment: using the Balanced Scorecard to Create Corporate Synergies. Harvard Business School Press.
  • 2006. How to implement a new strategy without disrupting your organization. Harvard Business Review, 84(3), 100.
  • 2005. Creating the office of strategy management. Division of Research, Harvard Business School.
  • 2004. Measuring the strategic readiness of intangible assets. Harvard business review, 82(2), 52-63.
  • 2004. How Strategy Maps Frame an Organization’s Objectives. Financial Executive, 20(2), 40-45.
  • 2004. Keeping score on community investment. Journal: Leader To Leader , vol. 2004, no. 33.
  • 2004. Strategy Maps: Converting Intangible assets into Tangible Outcomes. Harvard Business School Press.
  • 2001. Transforming the Balanced Scorecard from Performance Measurement to Strategic Management: Part I. Journal: Accounting Horizons – ACCOUNT HORIZ , vol. 15, no. 1.
  • 2000. The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Competitive Environment. Harvard Business School Press.
  • 1999. The Balanced Scorecard: translating strategy into action. Institute for International Research.
  • 1997. Why does business need a balanced scorecard? Journal of cost management, 11, 5-11.
  • 1996. Strategic learning & the balanced scorecard. Journal: Strategy & Leadership , vol. 24, no. 5.
  • 1996. The Balanced Scorecard: Translating Strategy into Action. Harvard Business School Press.
  • 1996. Using the balanced scorecard as a strategic management system. Harvard business review, 74(1), 75-85.
  • 1996. The balanced scorecard (Vol. 6). Boston: Harvard Business School Press.
  • 1996. Linking the balanced scorecard to strategy. California management review, 39(1).
  • 1995. Managing benefits from Information Technology. Journal: Information Management & Computer Security – IMCS , vol. 3, no. 5.
  • 1993. Putting the balanced scorecard to work. Harvard Business Review, 71(5), 134-140
  • 1992. The balanced scorecard – measures that drive performance.

Citatie voor dit artikel:
Van Vliet, V. (2010). David Norton. Retrieved [insert date] from ToolsHero: https://www.toolshero.nl/bekende-auteurs/david-norton/

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