- You'll save an extra 5% on Books purchased from Amazon.ca, now through July 29th. No code necessary, discount applied at checkout. Here's how (restrictions apply)
The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment Hardcover – Sep 29 2000
Special Offers and Product Promotions
Frequently Bought Together
Customers Who Bought This Item Also Bought
No Kindle device required. Download one of the Free Kindle apps to start reading Kindle books on your smartphone, tablet, and computer.
Getting the download link through email is temporarily not available. Please check back later.
To get the free app, enter your mobile phone number.
In their previous book, The Balanced Scorecard, Robert Kaplan and David Norton unveiled an innovative "performance management system" that any company could use to focus and align their executive teams, business units, human resources, information technology and financial resources on a unified overall strategy--much like businesses have traditionally employed financial management systems to track and guide their general fiscal direction. In The Strategy-focused Organisation, Kaplan and Norton explain how companies like Mobil, CIGNA and Chemical Retail Bank have effectively used this approach for nearly a decade, and in the process present a step-by-step implementation outline that other organizations could use to attain similar results. Their book is divided into five sections that guide readers through the development of a completely individualised plan created with "strategy maps" (graphical representations designed to clearly communicate desired outcomes and how they are to be achieved), then infused throughout the enterprise and made an integral part of its future. In several chapters, for example, the authors show how their models have linked long-term strategy with day-to-day operational and budgetary management, and detail the "double loop" process for doing so, monitoring progress, and initiating corrective actions if necessary. --Howard Rothman
" . . . Kaplan and Norton show they know how to follow a good opening act [The Balanced Scorecard] without losing their own balance." -- American Way, December 2000See all Product Description
What Other Items Do Customers Buy After Viewing This Item?
Top Customer Reviews
During the same period that Zachman was developing his IT Architecture Framework, various business and management thinkers were looking for ways to adequately capture the importance of the "intangible" or non-financial assets of the organization. Notable in this respect were the attempts of Yugi Ijiri (Momentum Accounting and Triple-Entry Booking, American Accounting Association, 1989), and Robert Kaplan and David Norton (The Balanced Scorecard, Harvard Business School Publishing 1996).
Especially the efforts of Kaplan and Norton were implemented by various large-scale organizations - often in a different way than anticipated by the authors themselves. In this book, Kaplan and Norton describe their earlier effort as follows: "We first developed the Balanced Scorecard in the early 1990s to solve a measurement problem. ...... But we (subsequently) learned that adopting companies used the Balanced Scorecard to solve a much more important problem than how to measure performance in the information era. The problem, of which we were frankly unaware when first proposing the Balanced Scorecard, was how to implement new strategies."
Messieurs Kaplan and Norton goes on to describe the cause and effect linkages between a company's Mission, the way it interprets its reality and its beliefs (Philosophy and Core Values), how it thinks the future is going to look like (that Vision thing...), its Strategies (or its hypotheses and plans on how to create value), and the actual consequences.Read more ›
1. Translate the strategy to operational terms
2. Align the organization to the strategy
3. Make strategy everyone's job
4. Make strategy a continual process
5. Mobilize change through executive leadership
The first four principles focus on the the Balanced Scorecard tool, framework, and supporting resources; the importance of the fifth principle is self-evident. "With a Balanced Scorecard that tells the story of the strategy, we now have a reliable foundation for the design of a management system to create Strategy-Focused Organizations.Read more ›
Most recent customer reviews
If you are an executive don't fail to read this. Kaplan and Norton's Balanced Scorecard approach has had a tremendous impact on thinking in the executive suite. Read morePublished on Aug. 31 2003 by Michael A. Beitler
If you're attempting to improve the way you do business, this book is a must have. It is a little dry so you have to be committed to using the concepts presented. Read morePublished on May 22 2002
In my opinion, a much better publication than their first work. While an understanding of 'the balanced scorecard' is going to be needed to make sense of this work I would suggest... Read morePublished on Jan. 3 2002 by Mike Bowman
Having studied strategy management during my MBA and more specifically how the Balanced Scorecard could be used as a performance measurement tool, the book gives practical advice... Read morePublished on Dec 30 2001 by Ben Magaiza
I had read this book 2 years ago. The information presented is invaluable, information which had I known about, and implemented, would have saved my company from my tragic choices... Read morePublished on Aug. 27 2001 by Ray LaChance, SOL PHD
Well, our state government paid these fellahs and their associates several hundred thousand dollars to provide a framework and consultation to implement their East German,... Read morePublished on July 5 2001
This book has been on my shelves for 2 months before i read it. I know this is an important work, but I initially think it will only be suitable to large corporations. Read morePublished on March 17 2001 by T SANTOSO
Look for similar items by category
- Books > Business & Investing > Management & Leadership > Leadership
- Books > Business & Investing > Management & Leadership > Management
- Books > Business & Investing > Management & Leadership > Planning & Forecasting
- Books > Business & Investing > Management & Leadership > Strategy & Competition
- Books > Business & Investing > Management & Leadership > Systems & Planning
- Books > Business & Investing > Small Business & Entrepreneurship > Entrepreneurship
- Books > Professional & Technical > Business Management > Management & Leadership > Leadership
- Books > Professional & Technical > Business Management > Management & Leadership > Management
- Books > Professional & Technical > Business Management > Management & Leadership > Planning & Forecasting
- Books > Professional & Technical > Business Management > Management & Leadership > Strategy & Competition
- Books > Professional & Technical > Business Management > Management & Leadership > Systems & Planning