The book by Robert Kaplan and David Norton, creators of the Balanced Scorecard of Organizational Performance (BSC), has become a reference book for managers of enterprises competing in information age markets. Having outgrown the framework of the usual valuation system, the BSC has provided a new approach to the strategic management of companies of any complexity operating in various industries. R. Kaplan and D. Norton proposed a system based on cause-and-effect relationships between strategic goals, reflecting their parameters and factors for obtaining planned results. It consists of four components - financial, client, internal business processes and staff training and development, the goals and objectives of which are reflected in financial and non-financial indicators. The authors teach how to use these indicators to align the goals of each employee, business unit and the entire enterprise, how to identify new processes and initiatives that lead to customer and shareholder satisfaction. Kaplan and Norton attach particular importance to creating the feedback necessary to verify the correctness and viability of the developed strategy.The book is intended for leaders and managers of organizations, teachers and students of higher educational institutions, and anyone interested in the problems of strategic management.< /p>