Early 1900: The three DuPont brothers advocated the DuPont analysis method of the financial ratio pyramid and the input-output analysis method (ROI) to evaluate the performance of the company by examining the relationship between the resources invested and the returns obtained.

The publication of Taylor's "Principles of Scientific Management" in 1911 marked the birth of management as a discipline.

In 1920, Geoffrey Chandler and H. Thomas Johnson proposed the traditional financial concept, which uses basic financial indicators such as cash flow, assets and liabilities, and profit margins to measure the performance of an enterprise. The enterprise at that time was in a production-oriented industrial era.

In 1928, Alexander Wall proposed a comprehensive ratio evaluation system, which combines several financial ratios with a linear relationship.

In 1980, R. Kaplan and T. Johnson first proposed the traditional financial approach in their book "Relevance Lost- The Rise and Fall of Management Accounting" The view that indicators cannot truly reflect the development status of an enterprise. This has prompted companies to add customer indicators to pure financial indicators to measure corporate performance.

In 1980, competition among enterprises became increasingly fierce, and the market was oversupplied. The marketing orientation of enterprises turned to relying on high-quality products to occupy the market, so quality control (ISO9000/TQM/EFQM) and operation level/none appeared. Performance measurement and other enterprise performance management methods.

In 1989, in order to achieve a balance between costs and non-costs, internal and external, Keegant, Eiler, and Jones proposed the concept of performance measurement matrix

In 1991, Lynch R. and Cross K. improved the indicators of the performance measurement matrix, added the concept of hierarchical measurement throughout the company, and proposed a new strategic measurement and reporting technology (SMART pyramid)

1992, Kaplan, Norton Proposed the concept of balanced scorecard.

In the late 1990s, the management of knowledge asset-driven and intangible value was emphasized.

In 1995, Drucker published the article "What Information Managers Really Need" in the Harvard Business Review, proposing the concept of seeking performance from information and predicting the importance of information systems to corporate performance management. effect.

In 1996, Kaplan and Norton developed the balanced scorecard to focus on strategy and business activities.

In 2001, Neely, A.D., Adams, C. and Kennerley proposed the concept of performance prism: the content of performance prism includes five aspects, namely stakeholder satisfaction, strategy, process, capability and interest. Contributions of related people. Enterprises will select evaluation indicators based on the order of these five aspects