Cuadro de mando integral

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The Learning & Growth Perspective
This perspective includes employee training and corporate cultural attitudes related to both individual and corporate self-improvement. In a knowledge-workerorganization, people -- the only repository of knowledge -- are the main resource. In the current climate of rapid technological change, it is becoming necessary for knowledge workers to be in acontinuous learning mode. Metrics can be put into place to guide managers in focusing training funds where they can help the most. In any case, learning and growth constitute the essential foundation forsuccess of any knowledge-worker organization.
Kaplan and Norton emphasize that 'learning' is more than 'training'; it also includes things like mentors and tutors within the organization, as well asthat ease of communication among workers that allows them to readily get help on a problem when it is needed. It also includes technological tools; what the Baldrige criteria call "high performance worksystems."
http://www.balancedscorecard.org/BSCResources/AbouttheBalancedScorecard/tabid/55/Default.aspx
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http://www.deinsa.com/cmi/principal.htm
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http://www.deinsa.com/cmi/cmi_perspectiva_aprendizaje.htm-------------------------------------------------
http://www.dachary.edu.ar/materias/DirEmpresas/docs/UIV_-_Cuadro_de_Mando_Integral.pdf

LIBROS:

http://www.bscconsultores.cl/libros.asp

CAPITULO 11
Feedback y aprendizajeestratégico.
En uno de los aspectos más innovadores, BSC no termina en el análisis de los indicadores. Es un proceso permanente en el que puede haber feedback de un bucle, que consiste en corregir lasdesviaciones para alcanzar los objetivos fijos definidos y feedback de doble bucle, donde los estrategas cuestionan y reflexionan sobre la vigencia y actualidad de la teoría planteada en un inicio, y su...
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