Strategy Maps: Converting Intangible Assets Into Tangible Outcomes

Front Cover
Harvard Business Press, 2004 - Business & Economics - 454 pages
27 Reviews
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 epiphany 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. Robert S. Kaplan is the Marvin Bower Professor of Leadership Development at Harvard Business School and chairman of the Balanced Scorecard Collaborative. David P. Norton is founder and president of the Balanced Scorecard Collaborative.
  

What people are saying - Write a review

User ratings

5 stars
12
4 stars
9
3 stars
3
2 stars
1
1 star
2

Review: Strategy Maps: Converting Intangible Assets into Tangible Outcomes

User Review  - Brett - Goodreads

Great source book for understanding and implement a balanced scorecard strategy. Read full review

Review: Strategy Maps: Converting Intangible Assets into Tangible Outcomes

User Review  - Eric Cuenca - Goodreads

This is perhaps the better book about the Balanced Scorecard theory by professors Kaplan & Norton. The authors have refined their work, previously published in "The Balanced Scorecard" and "The ... Read full review

Selected pages

Contents

Introduction
3
Strategy Maps
29
VALUECREATING PROCESSES
63
Operations Management Processes
65
Customer Management Processes
105
Innovation Processes
135
Regulatory and Social Processes
163
INTANGIBLE ASSETS
197
Organization Capital Readiness
275
BUILDING STRATEGIES AND STRATEGY MAPS
317
Customizing Your Strategy Map to Your Strategy
319
Planning the Campaign
365
THE CASE FILES
395
PrivateSector Organizations
397
PublicSector Organizations
411
Nonprofit Organizations
429

Aligning Intangible Assets to Enterprise Strategy
199
Human Capital Readiness
225
Information Capital Readiness
249
Index
439
About the Authors
453
Copyright

Common terms and phrases

References to this book

All Book Search results »

About the author (2004)

Robert S. Kaplanis the Marvin Bower Professor of Leadership Development at Harvard Business School.

David P. Nortonserves as a Director with the Balanced Scorecard Collaborative.

Bibliographic information