The strategy-focused organization : how balanced scorecard companies thrive in the new business environment / Robert S. Kaplan, David P. Norton.

Format:

Book

Author/Creator:

Kaplan, Robert S.

Contributor:

Norton, David P., 1941-

Language:

English

Subjects (All):

Business.

Strategic planning.

Balanced scorecard (Management).

Physical Description:

1 online resource (x, 400 p.) : ill.

Place of Publication:

Boston, Mass. : Harvard Business School P., 2001.

Summary:

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 strategy at 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.

Contents:

1 Creating the Strategy-Focused Organization

2 How Mobil Became a Strategy-Focused Organization

Part One: Translating the Strategy to Operational Terms

3 Building Strategy Maps

4 Building Strategy Maps in Private Sector Companies

5 Strategy Scorecards in Nonprofit, Government, and Health Care Organizations

Part Two: Aligning the Organization to Create Synergies

6 Creating Business Unit Synergy

7 Creating Synergy through Shared Services

Part Three: Making Strategy Everyone's Everyday Job

8 Creating Strategic Awareness

9 Defining Personal and Team Objectives

10 The Balanced Paycheck

Part Four: Making Strategy a Continuous Process

11 Planning and Budgeting

12 Feedback and Learning

Part Five: Mobilizing Change through Executive Leadership

13 Leadership and Mobilization

14 Avoiding the Pitfalls

Frequently Asked Questions

Index

About the Authors.

ISBN:

9781422163559

1422163555

9780585363790

058536379X