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.
Strategy Maps: Converting Intangible Assets into Tangible Outcomes| Robert S. Kaplan (Author), David P. Norton (Author)| Harvard Business Review Press
Table of Contents
PART ONE: OVERVIEW
Chapter 1. Introduction
Chapter 2. Strategy Maps
PART TWO: VALUE-CREATING PROCESSES
Chapter 3. Operations Management Processes
Chapter 4. Customer Management Processes
Chapter 5. Innovation Processes
Chapter 6. Regulatory and Social Processes
PART THREE: INTANGIBLE ASSETS
Chapter 7. Aligning Intangible Assets to Enterprise Strategy
Chapter 8. Human Capital Readiness
Chapter 9. Information Capital Readiness
Chapter 10. Organization Capital Readiness
PART FOUR: BUILDING STRATEGIES AND STRATEGY MAPS
Chapter 11. Customizing Your Strategy Map to Your Strategy
Chapter 12. Planning the Campaign
PART FIVE: The Case Files
Chapter 13. Private-Sector Organizations
Chapter 14. Public-Sector Organizations
Chapter 15. Nonprofit Organizations
About the Authors
LINK FOR THE BOOK
