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Strategy Maps: Converting Intangible Assets into Tangible Outcomes

Strategy Maps: Converting Intangible Assets into Tangible Outcomes

Strategy Maps: Converting Intangible Assets into Tangible Outcomes
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Strategy Maps: Converting Intangible Assets into Tangible Outcomes Hardback - 2004

by Kaplan, Robert S.; Norton, David P

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The authors of "The Balanced Scorecard" and "The Strategy-Focused Organization" present a blueprint any organization can follow to align processes, people, and information technology for superior performance.

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Harvard Business School Press, 2004-02-02. Hardcover. Good. 6x1x9.
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Details

  • Title Strategy Maps: Converting Intangible Assets into Tangible Outcomes
  • Author Kaplan, Robert S.; Norton, David P
  • Binding Hardback
  • Edition 1st edition
  • Condition Used - Good
  • Pages 480
  • Volumes 1
  • Language ENG
  • Publisher Harvard Business School Press, Boston, Massachusetts, U.S.A.
  • Publication date 2004-02-02
  • Features Bibliography, Index, Maps
  • Bookseller's Inventory # 1591391342-3-24743782
  • ISBN 9781591391340 / 1591391342
  • Weight 1.9 lbs (0.86 kg)
  • Dimensions 9.3 x 6.4 x 1.6 in (23.62 x 16.26 x 4.06 cm)
  • Size 6x1x9
  • Category Business / Economics / Finance
  • Library of Congress Catalogue Number 2003024059
  • Dewey Decimal Code 658.401
  • Quantity available 3

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From the publisher

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.

First line

Even though we manage everyone's competencies, we had been biased toward the high-skill jobs.

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Citations

  • Publishers Weekly, 01/12/2004, Page 48

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