Strategy Maps: Converting Intangible Assets into Tangible Outcomes

Strategy Maps: Converting Intangible Assets into Tangible Outcomes

4.2 5
by Robert S. Kaplan, David P. Norton
     
 

ISBN-10: 1591391342

ISBN-13: 9781591391340

Pub. Date: 02/02/2004

Publisher: Harvard Business Review Press


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…  See more details below

Overview


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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Product Details

ISBN-13:
9781591391340
Publisher:
Harvard Business Review Press
Publication date:
02/02/2004
Pages:
480
Sales rank:
345,633
Product dimensions:
6.42(w) x 9.32(h) x 1.61(d)

Table of Contents

Preface
Pt. IOverview
1Introduction3
2Strategy Maps29
Pt. IIValue-Creating Processes
3Operations Management Processes65
4Customer Management Processes105
5Innovation Processes135
6Regulatory and Social Processes163
Pt. IIIIntangible Assets
7Aligning Intangible Assets to Enterprise Strategy199
8Human Capital Readiness225
9Information Capital Readiness249
10Organization Capital Readiness275
Pt. IVBuilding Strategies and Strategy Maps
11Customizing Your Strategy Map to Your Strategy319
12Planning the Campaign365
Pt. VThe Case Files
13Private-Sector Organizations397
14Public-Sector Organizations411
15Nonprofit Organizations429
Index439
About the Authors453

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