The Strategy Focused Organization How Balanced Scorecard Companies Thrive in the New Business Environment 1st edition by Robert Kaplan, David Norton ISBN 1422163559 9781422163559

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ISBN 10: 1422163559
ISBN 13: 9781422163559
Author: Robert Kaplan, David Norton

The creators of the revolutionary performance management tool called the Balanced Scorecard introduce a new approach that makes strategy a continuous process owned not just by top management, but by everyone. In The Strategy-Focused Organization, Robert Kaplan and David Norton share the results of ten years of learning and research into more than 200 companies that have implemented the Balanced Scorecard. Drawing from more than twenty in-depth case studies–including Mobil, CIGNA, and AT&T Canada–Kaplan and Norton illustrate how Balanced Scorecard adopters have taken their groundbreaking tool to the next level. These organizations have used the scorecard to create an entirely new performance management framework that puts strategy at the center of key management processes and systems.

Kaplan and Norton articulate the five key principles required for building strategy-focused organizations: 1) translate the strategy into operational terms, 2) align the organization to the strategy, 3) make strategy everyone’s everyday job, 4) make strategy a continual process, and 5) mobilize change through strong, effective leadership. The authors provide a detailed account of how a range of organizations in the private, public, and nonprofit sectors have deployed these principles to achieve breakthrough, sustainable performance improvements.

The Strategy Focused Organization How Balanced Scorecard Companies Thrive in the New Business Environment 1st Table of contents:

ONE: Creating the Strategy-Focused Organization

TWO: How Mobil Became a Strategy-Focused Organization

PART ONE: TRANSLATING THE STRATEGY TO OPERATIONAL TERMS

THREE: Building Strategy Maps

FOUR: Building Strategy Maps in Private Sector Companies

FIVE: Strategy Scorecards in nonprofit, Government, and Health Care Organizations

PART TWO: ALIGNING THE ORGANIZATION TO CREATE SYNERGIES

SIX: Creating Business Unit Synergy

SEVEN: Creating Synergies through Shared Services

PART THREE: MAKING STRATEGY EVERYONE’S EVERYDAY JOB

EIGHT: Creating Strategic Awareness

NINE: Defining Personal and Team Objectives

TEN: The Balanced Paycheck

PART FOUR: MAKING STRATEGY A CONTINUAL PROCESS

ELEVEN: Planning and Budgeting

TWELVE: Feedback and Learning

PART FIVE: MOBILIZING CHANGE THROUGH EXECUTIVE LEADERSHIP

THIRTEEN: Leadership and Mobilization

FOURTEEN: Avoiding the Pitfalls

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Tags: Robert Kaplan, David Norton, The Strategy, Balanced Scorecard, Business Environment