The Strategy-Focused Organization : How Balanced Scorecard companies thrive in the new BusinessEenvironment / Robert S. Kaplan, David P. Norton.
Material type:
TextPublication details: Boston, Mass. : Harvard Business School Press, c2001.Description: x, 400 p. : ill. ; 24 cmISBN: - 1578512506
- 9781578512508
- 658.4012 KAP
| Item type | Current library | Call number | Copy number | Status | Date due | Barcode | |
|---|---|---|---|---|---|---|---|
| Standard Loan | Moylish Library Main Collection | 658.4012 KAP (Browse shelf(Opens below)) | 1 | Available | 39002100368043 |
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Enhanced descriptions from Syndetics:
The creators of the revolutionary performance management tool called the Balanced Scorecard introduce a new approach that makes strategy a continuous process owned not just by top management, but by everyone. In The Strategy-Focused Organization , Robert Kaplan and David Norton share the results of ten years of learning and research into more than 200 companies that have implemented the Balanced Scorecard. Drawing from more than twenty in-depth case studies--including Mobil, CIGNA, and AT&T Canada--Kaplan and Norton illustrate how Balanced Scorecard adopters have taken their groundbreaking tool to the next level. These organizations have used the scorecard to create an entirely new performance management framework that puts strategyat the center of key management processes and systems.
Kaplan and Norton articulate the five key principles required for building strategy-focused organizations: 1) translate the strategy into operational terms, 2) align the organization to the strategy, 3) make strategy everyone's everyday job, 4) make strategy a continual process, and 5) mobilize change through strong, effective leadership. The authors provide a detailed account of how a range of organizations in the private, public, and nonprofit sectors have deployed these principles to achieve breakthrough, sustainable performance improvements.
Includes bibliographical references and index.
Table of contents provided by Syndetics
- Preface (p. vii)
- 1 Creating the Strategy-Focused Organization (p. 1)
- 2 How Mobil Became a Strategy-Focused Organization (p. 29)
- Part 1 Translating the Strategy to Operational Terms (p. 65)
- 3 Building Strategy Maps (p. 69)
- 4 Building Strategy Maps in Private Sector Companies (p. 107)
- 5 Strategy Scorecards in Nonprofit, Government, and Health Care Organizations (p. 133)
- Part 2 Aligning the Organization to Create Synergies (p. 161)
- 6 Creating Business Unit Synergy (p. 167)
- 7 Creating Synergies through Shared Services (p. 191)
- Part 3 Making Strategy Everyone's Everyday Job (p. 211)
- 8 Creating Strategic Awareness (p. 215)
- 9 Defining Personal and Team Objectives (p. 233)
- 10 The Balanced Paycheck (p. 253)
- Part 4 Making Strategy a Continual Process (p. 273)
- 11 Planning and Budgeting (p. 279)
- 12 Feedback and Learning (p. 303)
- Part 5 Mobilizing Change Through Executive Leadership (p. 331)
- 13 Leadership and Mobilization (p. 333)
- 14 Avoiding the Pitfalls (p. 355)
- Frequently Asked Questions (p. 369)
- Index (p. 383)
- About the Authors (p. 399)