Home Better World Books Ltd Strategy Maps : Converting Intangible Assets into Tangible Outcomes by Norton, David P., Kaplan, Robert S (ISBN: 9781591391340)

Strategy Maps : Converting Intangible Assets into Tangible Outcomes

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

Name: Strategy Maps : Converting Intangible Assets into Tangible Outcomes
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Author: Norton, David P., Kaplan, Robert S
ISBN: 9781591391340

by Norton, David P., Kaplan, Robert S

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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.

Used - Very good

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Harvard Business Review Press. Used - Very Good. Former library copy. Pages intact with possible writing/highlighting. Binding strong with minor wear. Dust jackets/supplements may not be included. Includes library markings. Stock photo provided. Product includes identifying sticker. Better World Books: Buy Books. Do Good.

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Title Strategy Maps : Converting Intangible Assets into Tangible Outcomes
Author Norton, David P., Kaplan, Robert S
Binding Hardback
Edition 1st edition
Condition Used - Very good
Pages 480
Volumes 1
Language ENG
Publisher Harvard Business Review Press, Boston, Massachusetts, U.S.A.
Publication date 2004-02-01
Features Bibliography, Index, Maps
Bookseller's Inventory # GRP64587975
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)
Category Business / Economics / Finance
Library of Congress Catalogue Number 2003024059
Dewey Decimal Code 658.401
Quantity available 4

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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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