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    The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment (Hardback) By (author) Thomas H. Davenport, By (author) Robert Steven Kaplan, By (author) David P. Norton

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    DescriptionThe 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.


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    Title
    The Strategy-Focused Organization
    Subtitle
    How Balanced Scorecard Companies Thrive in the New Business Environment
    Authors and contributors
    By (author) Thomas H. Davenport, By (author) Robert Steven Kaplan, By (author) David P. Norton
    Physical properties
    Format: Hardback
    Number of pages: 416
    Width: 162 mm
    Height: 241 mm
    Thickness: 38 mm
    Weight: 777 g
    Language
    English
    ISBN
    ISBN 13: 9781578512508
    ISBN 10: 1578512506
    Classifications

    BIC E4L: BUS
    B&T Merchandise Category: GEN
    B&T Book Type: NF
    Nielsen BookScan Product Class 3: S4.2
    DC21: 658.4012
    B&T Modifier: Region of Publication: 01
    B&T Modifier: Subject Development: 20
    BIC subject category V2: KJU, KJC
    LC subject heading:
    B&T Modifier: Subject Development: 10
    B&T General Subject: 180
    Warengruppen-Systematik des deutschen Buchhandels: 17850
    Ingram Subject Code: BE
    Libri: I-BE
    BISAC V2.8: BUS063000
    DC22: 658.4012
    B&T Modifier: Academic Level: 03
    B&T Modifier: Text Format: 06
    B&T Approval Code: A48404200
    DC22: 658.4/012
    LC subject heading:
    B&T Approval Code: A48404234
    BISAC V2.8: BUS086000, BUS025000, BUS071000, BUS041000
    LC classification: HD30.28.K3, HD30.28 .K3544 2001
    Thema V1.0: KJU, KJC
    Illustrations note
    index
    Publisher
    Harvard Business Review Press
    Imprint name
    Harvard Business Review Press
    Publication date
    01 October 2000
    Publication City/Country
    Boston, MA
    Author Information
    Robert S. Kaplan is the Marvin Bower Professor of Leadership Development at Harvard Business School. David P. Norton is the President of the Balanced Scorecard Collaborative, Inc.
    Table of contents
    Preface 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