Business Process Management and the Balanced Scorecard: Using Processes as Strategic Drivers

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John Wiley & Sons, Jun 3, 2010 - Business & Economics - 240 pages
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Business Process Management and the Balanced Scorecard shows managers how to optimally use the balanced scorecard to achieve and sustain strategic success even as the business environment changes. It exceptionally fills the gap between theory and application to facilitate the use of processes as a strategic weapon to deliver world-class performance.
 

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Contents

Title Page
HOW PROCESS CAN DRIVE STRATEGY
DESIGN
THE STRATEGIC PROCESS
THE STRATEGIC PROCESS FLOWCHART VISION AND MISSION
IMPLEMENTATION STRATEGIC PROCESS IMPROVEMENT
CHAPTER 4STRATEGYMAPS
CHAPTER 5BALANCED SCORECARD AND STRATEGIC
IMPLEMENTATION
IMPLEMENTATION
CONCLUSIONS
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About the author (2010)

RALPH SMITH is the Executive Vice President of Strategic Services for the Orion Development Group (ODG), a strategic process management training and consulting firm. In this capacity, he is responsible for facilitating the implementation of strategic plans and strategic measurement for ODG customers. He has supervised improvement efforts in hundreds of organizations worldwide. Mr. Smith has served as a featured speaker for a number of universities throughout the United States, including Colorado State University, Michigan State University, Pepperdine University, University of Florida, University of Texas, San Diego State University, Drexel University, George Mason University, and University of Virginia.

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