Strategy Maps
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Strategy Maps : Converting Intangible Assets into Tangible Outcomes

3.98 (388 ratings by Goodreads)
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Description

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.show more

Product details

  • Hardback | 480 pages
  • 157.48 x 236.22 x 43.18mm | 884.5g
  • Harvard Business Review Press
  • Boston, MA, United States
  • English
  • w. numerous figs.
  • 1591391342
  • 9781591391340
  • 117,091

Table of contents

1 Introduction; 2 Strategy Maps; 3 Operations Management Processes; 4 Customer Management; 5 Innovation Processes; 6 Managing Regulatory and Societal Processes; 7 Aligning Intangible Assets to Enterprise Strategy; 8 Human Capital Readiness; 9 Information Capital Readiness; 10 Organization Capital; 11 Customizing Your Strategy Map to Your Strategy; 12 Planning the Campaignshow more

About Robert Steven Kaplan

Robert S. Kaplan is the Marvin Bower Professor of Leadership Development at Harvard Business School. David P. Norton serves as a Director with the Balanced Scorecard Collaborative.show more

Rating details

388 ratings
3.98 out of 5 stars
5 34% (133)
4 38% (146)
3 21% (82)
2 6% (23)
1 1% (4)
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