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The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment Hardcover – Sep 29 2000

4.4 out of 5 stars 16 customer reviews

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Strong Is the New Pretty

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  • The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment
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  • The Balanced Scorecard: Translating Strategy into Action
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  • Strategy Maps: Converting Intangible Assets into Tangible Outcomes
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Product details

  • Hardcover: 416 pages
  • Publisher: Harvard Business Review Press; 1 edition (Sept. 29 2000)
  • Language: English
  • ISBN-10: 1578512506
  • ISBN-13: 978-1578512508
  • Product Dimensions: 15.9 x 2.5 x 23.5 cm
  • Shipping Weight: 798 g
  • Average Customer Review: 4.4 out of 5 stars 16 customer reviews
  • Amazon Bestsellers Rank: #85,180 in Books (See Top 100 in Books)
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Product description

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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

Review

" . . . Kaplan and Norton show they know how to follow a good opening act [The Balanced Scorecard] without losing their own balance." -- American Way, December 2000

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