Strategy maps

Robert S. Kaplan

324 pages, parution le 09/02/2004

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Résumé

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. 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.

L'auteur - Robert S. Kaplan

Robert Kaplan est professeur à la prestigieuse Harvard Business School. Il effectue ses recherches dans le domaine de la comptabilité par activités.
Robert S. Kaplan et David P. Norton ont imposé en quelques années un outil systématique de mise en oeuvre du changement stratégique, présenté dans leurs deux précédents ouvrages, Le tableau de bord prospectif et Comment utiliser le tableau de bord prospectif.

Autres livres de Robert S. Kaplan

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Le tableau de bord prospectif

Comment utiliser le tableau de bord prospectif

Découvrir tous les livres de Robert S. Kaplan

Sommaire

Overview
Value-creating processes
Intangible assets
Building strategies and strategies and strategy maps
The case files

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Caractéristiques techniques

	PAPIER
Éditeur(s)	Harvard Business School Press (HBS)
Auteur(s)	Robert S. Kaplan
Parution	09/02/2004
Nb. de pages	324
Format	16 x 24
Couverture	Relié
Poids	878g
Intérieur	Noir et Blanc
EAN13	9781591391340
ISBN13	978-1-59139-134-0