The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment

Kaplan, R.S. and Norton, D.P.

ISBN 10: 1578512506 / ISBN 13: 9781578512508

Published by Harvard Business School Press, 2001

About this Item

This is an ex-library book and may have the usual library/used-book markings inside.This book has hardback covers. In good all round condition. Dust jacket in good condition. Please note the Image in this listing is a stock photo and may not match the covers of the actual item,850grams, ISBN:9781578512508.

Seller Inventory # 9375139

Bibliographic Details

• Title: The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment
• Publisher: Harvard Business School Press
• Publication Date: 2001
• Language: English
• ISBN 10: 1578512506
• ISBN 13: 9781578512508
• Binding: Hardcover
• Condition: Good
• Dust Jacket Condition: Dust Jacket Included
• Weight: 850 grams
• Seller catalogs:
  • Business

About this title

Synopsis

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.

About the Author

Robert S. Kaplan is the Marvin Bower Professor of Leadership Development at Harvard Business School.