Strategy Maps: Converting Intangible Assets into Tangible Outcomes
2003 දෙසැ · Harvard Business Press
3.8star
සමාලෝචන 5ක්report
ඉ-පොත
480
පිටු
reportඇගයීම් සහ සමාලෝචන සත්‍යාපනය කර නැත වැඩිදුර දැන ගන්න
මෙම ඉ-පොත ගැන
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.
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.
ඇගයීම් සහ සමාලෝචන
3.8
සමාලෝචන 5ක්
කර්තෘ පිළිබඳ
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.
මෙම ඉ-පොත අගයන්න
ඔබ සිතන දෙය අපට කියන්න.
කියවීමේ තොරතුරු
ස්මාර්ට් දුරකථන සහ ටැබ්ලට්
Android සහ iPad/iPhone සඳහා Google Play පොත් යෙදුම ස්ථාපනය කරන්න. එය ඔබේ ගිණුම සමඟ ස්වයංක්‍රීයව සමමුහුර්ත කරන අතර ඔබට ඕනෑම තැනක සිට සබැඳිව හෝ නොබැඳිව කියවීමට ඉඩ සලසයි.
ලැප්ටොප් සහ පරිගණක
ඔබට ඔබේ පරිගණකයේ වෙබ් බ්‍රව්සරය භාවිතයෙන් Google Play මත මිලදී ගත් ශ්‍රව්‍යපොත්වලට සවන් දිය හැක.
eReaders සහ වෙනත් උපාංග
Kobo eReaders වැනි e-ink උපාංග පිළිබඳ කියවීමට, ඔබ විසින් ගොනුවක් බාගෙන ඔබේ උපාංගයට එය මාරු කිරීම සිදු කළ යුතු වේ. ආධාරකරු ඉ-කියවනයට ගොනු මාරු කිරීමට විස්තරාත්මක උදවු මධ්‍යස්ථාන උපදෙස් අනුගමනය කරන්න.
