Strategy Maps: Converting Intangible Assets Into Tangible Outcomes
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 "aha!" 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.
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STRATEGY MAPS GOOD
Operations Management Processes
Customer Management Processes
Regulatory and Social Processes
Organization Capital Readiness
BUILDING STRATEGIES AND STRATEGY MAPS
Customizing Your Strategy Map to Your Strategy
Planning the Campaign
THE CASE FILES
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achieve activity-based costing Activity-based management alignment Balanced Scorecard Collaborative business units company's competencies competitive complementors core create value culture customer management processes customer perspective customer segments customer value proposition deliver employees enable enhance environmental example executives Figure financial perspective focus focused goals growth perspective Harvard Business School Hi-Tek human capital identified implement increase information capital infrastructure initiatives innovation processes intangible assets integrated internal processes investment knowledge leaders learning and growth low total cost ment mission objectives and measures organization capital organizational percent performance portfolio priorities product development product leadership products and services programs regulatory and social relationships revenue growth Rowe Price Saatchi Saatchi & Saatchi share shareholder value SMDC solutions stakeholders strategic job families strategic objectives strategic readiness strategic themes strategy map success suppliers targeted customers Teach for America tion tomers TRPIT