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
Business Process Management and the Balanced Scorecard: Focusing Processes on Strategic Drivers| Ralph F. Smith (Author)| Wiley
Table of Contents
Chapter 1. A World of Change
1970, 1985, Mid-2000S, Historical Trend Impact on Processes.
Chapter 2. How Process Can Drive Strategy
The First Wave: Total Quality Management, The Second Wave: Business Process Reengineering, The Third Wave: Process-Oriented Organizational Design, The Fourth Wave: Process-Based Competition.
Chapter 3. The Strategic Process
The Strategic Process Flowchart, Vision and Mission, Implementation: Creating the Statements Strategic Assessment Implementation: Informal Assessment Implementation: Formal Assessment, Process Assessment: Implementation, Strategic Process Improvement, Financial Assessment: Implementation, Customer Assessment: Implementation, Learning and Growth Assessment: Implementation, Summary.
Chapter 4. Strategy Maps
Definition, Strategy Map: Implementation, Use “Cheat Sheets”, Sort by the Fact, Not by the Implications of the Fact, Don’t Force the Sticky Notes into a Particular Column, Keep Talking to a Minimum, Don’t Try to Balance the Notes Across the Perspectives, Strategy Map Utilization, Summary.
Chapter 5. Balanced Scorecard and Strategic Initiatives
Definition, Balanced Scorecard: Implementation, Strategic Initiatives: Implementation, Balanced Scorecard Utilization.
Chapter 6. Conclusions
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