Strategy Maps | Converting Intangible Assets Into Tangible Outcomes

Robert S Kaplan (u. a.)

ISBN 10: 1591391342 / ISBN 13: 9781591391340

Published by Harvard Business Review Press, 2004

About this Item

Strategy Maps | Converting Intangible Assets Into Tangible Outcomes | Robert S Kaplan (u. a.) | Buch | Gebunden | Englisch | 2004 | Harvard Business Review Press | EAN 9781591391340 | Verantwortliche Person für die EU: Libri GmbH, Europaallee 1, 36244 Bad Hersfeld, gpsr[at]libri[dot]de | Anbieter: preigu.

Seller Inventory # 102532705

Bibliographic Details

• Title: Strategy Maps | Converting Intangible Assets Into Tangible Outcomes
• Publisher: Harvard Business Review Press
• Publication Date: 2004
• Language: English
• ISBN 10: 1591391342
• ISBN 13: 9781591391340
• Binding: Buch
• Condition: Neu
• Dimensions: 244W x 167H x 45D millimeters 244 millimeters width by 167 millimeters height by 45 millimeters depth
• Weight: 891 grams
• Seller catalogs:
  • Bücher

About this title

Synopsis

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.

About the Author

Robert S. Kaplan is the Marvin Bower Professor of Leadership Development at Harvard Business School and Chairman of the Balanced Scorecard Collaborative. David P. Norton is Founder and President of the Balanced Scorecard Collaborative.