By Robert S. Kaplan
The creators of the progressive functionality administration device referred to as the Balanced Scorecard introduce a brand new strategy that makes process a continuing strategy owned not only by means of best administration, yet by means of every body. within the Strategy-Focused association, Robert Kaplan and David Norton proportion the result of ten years of studying and examine into greater than two hundred businesses that experience applied the Balanced Scorecard. Drawing from greater 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 device to the subsequent point. those enterprises have used the scorecard to create a completely new functionality administration framework that places technique on the middle of key administration methods and systems.Kaplan and Norton articulate the 5 key ideas required for construction strategy-focused firms: 1) translate the tactic into operational phrases, 2) align the association to the tactic, three) make technique everyone's daily task, four) make process a continuous technique, and five) mobilize swap via powerful, powerful management. The authors offer an in depth account of the way a variety of firms within the deepest, public, and nonprofit sectors have deployed those ideas to accomplish leap forward, sustainable functionality advancements.
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Additional info for The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment
Sample text
So the simple act of describing strategy viastrategy maps andscorecards is an enormous breakthrough. Having the scorecard, however, may be necessary but not sufficientto beat the odds against successful strategy implementation. From working with the world-class executives onwhom this book is based, we have learned that they succeeded by using the Balanced Scorecardas the central framework for a new performance management process. This process produced significant performance improvements rapidly, reliably, and in a sustainable manner.
8. “Letters to the Editor,” Harvard Business Review (March-April 1996): 170. 9. “Letters to the Editor,” HarvardBusiness Review (March-April 1996): 172. 10. “Letters to the Editor,” HarvardBusiness Review (March-April 1996): 172. 11. We have adapted the recipe metaphor from Paul Romer, the contemporary pioneer in the economic growth literature. 12. John Kotter, Leading Change(Boston: Harvard BusinessSchool Press, 1996). 13. edu/performance/. 14. USA Todq, 7 May 1999,7B. 15. The POA measures were long-range company goalsto signal when UPS had “arrived” at achieving its targeted performance.
7. The sales figure excludes excise taxes collected at gasoline pumps for the government. 8. “Letters to the Editor,” Harvard Business Review (March-April 1996): 170. 9. “Letters to the Editor,” HarvardBusiness Review (March-April 1996): 172. 10. “Letters to the Editor,” HarvardBusiness Review (March-April 1996): 172. 11. We have adapted the recipe metaphor from Paul Romer, the contemporary pioneer in the economic growth literature. 12. John Kotter, Leading Change(Boston: Harvard BusinessSchool Press, 1996).
