The Strategy-Focused Organization
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The Strategy-Focused Organization : How Balanced Scorecard Companies Thrive in the New Business Environment

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Description

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.

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Product details

  • Hardback | 416 pages
  • 157.48 x 238.76 x 33.02mm | 771.1g
  • Harvard Business Review Press
  • Boston, MA, United States
  • English
  • index
  • 1578512506
  • 9781578512508
  • 225,499

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

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About David P. Norton

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.

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