Strategy Maps: Converting Intangible Assets Into Tangible OutcomesHarvard Business Press, 2004 - 454 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, inThe 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
Introduction | 3 |
Strategy Maps | 29 |
VALUECREATING PROCESSES | 63 |
Operations Management Processes | 65 |
Customer Management Processes | 105 |
Innovation Processes | 135 |
Regulatory and Social Processes | 163 |
INTANGIBLE ASSETS | 197 |
Organization Capital Readiness | 275 |
BUILDING STRATEGIES AND STRATEGY MAPS | 317 |
Customizing Your Strategy Map to Your Strategy | 319 |
Planning the Campaign | 365 |
THE CASE FILES | 395 |
PrivateSector Organizations | 397 |
PublicSector Organizations | 411 |
Nonprofit Organizations | 429 |
Aligning Intangible Assets to Enterprise Strategy | 199 |
Human Capital Readiness | 225 |
Information Capital Readiness | 249 |
439 | |
About the Authors | 453 |
Otras ediciones - Ver todas
Strategy Maps: Converting Intangible Assets into Tangible Outcomes Robert S. Kaplan,David P. Norton Vista previa limitada - 2003 |
Strategy Maps: Introduction; 2 Strategy Maps; 3 Operations Management ... Robert S. Kaplan Sin vista previa disponible - 2004 |
Términos y frases comunes
achieve activity-based costing Activity-based management alignment applications Balanced Scorecard Balanced Scorecard Collaborative Brand business units capabilities company's competencies complementors core create value Cross-sell culture customer management processes Customer Perspective customer segments Customer Value Proposition deliver employees enable environmental example executives Figure Financial Perspective focus focused goals Growth Perspective Harvard Business School Hi-Tek Human Capital identified implement Increase information capital infrastructure initiatives innovation processes intangible assets integrated Internal Perspective internal processes investment knowledge leaders learning and growth leverage ment mission Number operational excellence organization capital organization's organizational percent performance portfolio Price priorities product development product leadership products and services programs projects Regulatory and Social relationships revenue growth Saatchi Saatchi & Saatchi share Shareholder Value solutions stakeholders strategic job families strategic objectives strategic readiness strategic themes strategy map suppliers targeted customers Teach for America Teamwork tion tomers
Referencias a este libro
Alignment: Using the Balanced Scorecard to Create Corporate Synergies Robert S. Kaplan,David P. Norton Vista previa limitada - 2006 |
Proceedings of the 11th European Conference on Information Technology ... Dan Remenyi Sin vista previa disponible - 2004 |