Strategy Maps: Converting Intangible Assets into Tangible Outcomes

Harvard Business Press, 2003 M12 16 - 480 páginas
More than a decade ago, Robert S. Kaplan and David P. Norton introduced the Balanced Scorecard, a revolutionary performance measurement system that allowed organizations to quantify intangible assets such as people, information, and customer relationships. Then, in The Strategy-Focused Organization, Kaplan and Norton showed how organizations achieved breakthrough performance with a management system that put the Balanced Scorecard into action.

Now, using their ongoing research with hundreds of Balanced Scorecard adopters across the globe, the authors have created a powerful new tool--the "strategy map"--that enables companies to describe the links between intangible assets and value creation with a clarity and precision never before possible. Kaplan and Norton argue that the most critical aspect of strategy--implementing it in a way that ensures sustained value creation--depends on managing four key internal processes: operations, customer relationships, innovation, and regulatory and social processes. The authors show how companies can use strategy maps to link those processes to desired outcomes; evaluate, measure, and improve the processes most critical to success; and target investments in human, informational, and organizational capital. Providing a visual "aha!" for executives everywhere who can't figure out why their strategy isn't working, Strategy Maps is a blueprint any organization can follow to align processes, people, and information technology for superior performance.

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LibraryThing Review

Crítica de los usuarios  - RajivC - LibraryThing

I read the book, and I must say that in many ways I liked it a lot. This is a very good book if you want to follow a detailed process for strategy. The maps are very good tools for guiding you through ... Leer comentario completo

LibraryThing Review

Crítica de los usuarios  - nzwaneveld - LibraryThing

Strategy Maps is an interesting business book that shows readers how a strategy themes can have impact on other themes. An example of themes that are often misaligned with strategy are: HR and IT ... Leer comentario completo

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Acerca del autor (2003)

Robert S. Kaplan is the Marvin Bower Professor of Leadership Development at Harvard Business School and chairman of the Balanced Scorecard Collaborative. David P. Norton is founder and president of the Balanced Scorecard Collaborative.

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