Strategy Maps : Converting Intangible Assets into Tangible Outcomes /
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,...
| Main Authors: | , , |
|---|---|
| 格式: | software, multimedia |
| 语言: | eng |
| 出版: |
Boston : Harvard Business Review Press,
2003
|
| 主题: | |
| 在线阅读: | https://ebookcentral.proquest.com/lib/utm-ebooks/detail.action?docID=5182107 |
| _version_ | 1826472058400276480 |
|---|---|
| author | Kaplan, Robert S., author 382396 Norton, David P., author 254156 Harvard Business Review Press (Online service) |
| author_facet | Kaplan, Robert S., author 382396 Norton, David P., author 254156 Harvard Business Review Press (Online service) |
| author_sort | Kaplan, Robert S., author 382396 |
| collection | OCEAN |
| description | 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_indexed | 2024-03-05T17:12:45Z |
| format | software, multimedia |
| id | KOHA-OAI-TEST:602695 |
| institution | Universiti Teknologi Malaysia - OCEAN |
| language | eng |
| last_indexed | 2024-03-05T17:12:45Z |
| publishDate | 2003 |
| publisher | Boston : Harvard Business Review Press, |
| record_format | dspace |
| spelling | KOHA-OAI-TEST:6026952023-02-19T04:42:23ZStrategy Maps : Converting Intangible Assets into Tangible Outcomes / Kaplan, Robert S., author 382396 Norton, David P., author 254156 Harvard Business Review Press (Online service) software, multimedia Electronic books 631902 Boston : Harvard Business Review Press,2003engMore 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.Includes index.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.Strategic planningIntangible propertyHuman capitalManagementhttps://ebookcentral.proquest.com/lib/utm-ebooks/detail.action?docID=5182107URN:ISBN:9781422163498Remote access restricted to users with a valid UTM ID via VPN. |
| spellingShingle | Strategic planning Intangible property Human capital Management Kaplan, Robert S., author 382396 Norton, David P., author 254156 Harvard Business Review Press (Online service) Strategy Maps : Converting Intangible Assets into Tangible Outcomes / |
| title | Strategy Maps : Converting Intangible Assets into Tangible Outcomes / |
| title_full | Strategy Maps : Converting Intangible Assets into Tangible Outcomes / |
| title_fullStr | Strategy Maps : Converting Intangible Assets into Tangible Outcomes / |
| title_full_unstemmed | Strategy Maps : Converting Intangible Assets into Tangible Outcomes / |
| title_short | Strategy Maps : Converting Intangible Assets into Tangible Outcomes / |
| title_sort | strategy maps converting intangible assets into tangible outcomes |
| topic | Strategic planning Intangible property Human capital Management |
| url | https://ebookcentral.proquest.com/lib/utm-ebooks/detail.action?docID=5182107 |
| work_keys_str_mv | AT kaplanrobertsauthor382396 strategymapsconvertingintangibleassetsintotangibleoutcomes AT nortondavidpauthor254156 strategymapsconvertingintangibleassetsintotangibleoutcomes AT harvardbusinessreviewpressonlineservice strategymapsconvertingintangibleassetsintotangibleoutcomes |