Alignment: Using the Balanced Scorecard to Create Corporate Synergies

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Harvard Business Press, 2006 - Business & Economics - 302 pages
5 Reviews
Most organizations consist of multiple business and support units, each populated by highly trained, experienced executives. But often the efforts of individual units are not coordinated, resulting in conflicts, lost opportunities, and diminished performance.

Robert S. Kaplan and David P. Norton argue that the responsibility for this critical alignment lies with corporate headquarters. In this book, the authors apply their revolutionary Balanced Scorecard management system to corporate-level strategy, revealing how highly successful enterprises achieve powerful synergies by explicitly defining corporate headquarters’ role in setting, coordinating, and overseeing organizational strategy.

Based on extensive field research in organizations worldwide,Alignment shows how companies can build an enterprise-level Strategy Map and Balanced Scorecard that clearly articulate the "enterprise value proposition”: how the enterprise creates value above that achieved by individual business units operating alone. The book provides case studies, actionable frameworks, and sample scorecards that show how to align business and support units, boards of directors, and external partners with the corporate strategy and create a governance process that will ensure that alignment is sustained.

The next breakthrough in strategy execution from the field’s premier thinkers,Alignment shows how today’s companies can unlock unrealized value from enterprise synergies.
 

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Contents

A Source of Economic Value
1
Historical Perspective
29
Aligning Financial and Customer Strategies
43
Aligning Internal Process and Learning and
77
Aligning Support Functions
119
The Process
169
Aligning Boards and Investors
193
Aligning External Partners
221
Managing the Alignment Process
245
Total Strategic Alignment
259
Index
291
About the Authors
301
Copyright

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