Strategy Maps: Converting Intangible Assets into Tangible Outcomes

Norton, David P.,Kaplan, Robert S.

ISBN 10: 1591391342 / ISBN 13: 9781591391340

Edité par Harvard Business Review Press, 2004

A propos de cet article

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Détails bibliographiques

• Titre: Strategy Maps: Converting Intangible Assets into Tangible Outcomes
• Éditeur: Harvard Business Review Press
• Date de parution: 2004
• Langue: anglais
• ISBN à 10 chiffres: 1591391342
• ISBN à 13 chiffres: 9781591391340
• Reliure: Hardcover
• État de l'article: Acceptable

A propos de ce titre

Synopsis

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.

À propos de l?auteur

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.