Strategy Maps: Converting Intangible Assets into Tangible OutcomesHarvard 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. |
Contenido
INTANGIBLE ASSETS | |
Human Capital Readiness | |
Organization Capital Readiness | |
Customizing Your Strategy Map to Your Strategy | |
Planning the Campaign | |
PrivateSector Organizations | |
PublicSector Organizations | |
Nonprofit Organizations | |
Otras ediciones - Ver todas
Strategy Maps: Converting Intangible Assets Into Tangible Outcomes Robert S. Kaplan,David P. Norton Vista previa limitada - 2004 |
Strategy Maps: Introduction; 2 Strategy Maps; 3 Operations Management ... Robert S. Kaplan Sin vista previa disponible - 2004 |
Términos y frases comunes
accounts achieve activities alignment applications approach Balanced Scorecard Bank become benefits building chapter company’s competencies competitive Consumer continually core corporate cost create critical culture customers defined deliver describe effective employees enable enhance environmental established example excellence executives existing experience Figure focus focused four functionality goals growth human capital identified implement important improvement increase individual industry information capital initiatives innovation intangible assets integrated internal processes investment knowledge lead leaders leadership learning and growth management processes measures mission needs objectives offer operating opportunities organization organization’s organizational percent performance perspective planning priorities products and services profitability programs projects readiness reduce relationships risk School segments selection share solutions specific standards strategy map success suppliers targets theme understanding units value proposition