Alignment: Using the Balanced Scorecard to Create Corporate SynergiesMost 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. |
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 |
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Common terms and phrases
achieve alignment checkpoint anced Scorecard Balanced Scorecard Bank of Tokyo-Mitsubishi Best-Practice brand budget Build business unit strategies cascading communication company's competencies corporate headquarters corporate-level cost CPFR create value culture customer value proposition deliver employees enhance ensure Enterprise Scorecard enterprise Strategy Map enterprise value proposition external Figure focus functional global groups Handleman Harvard Business Harvard Business Review Harvard Business School human capital human resources identified implementation improve Ingersoll-Rand initiatives innovative intangible assets integrated internal process investment investors knowledge leadership Learning and Growth leverage linked Lockheed Martin management processes Map and Balanced monitor Number operating companies organization alignment organizational partners percent performance perspective priorities Profit Inc programs relationship management reporting retail revenue risk Score Services Portfolio share shareholder value six sigma skills solutions strat strategic themes success supplier supply-chain support units synergies targets tion Unibanco