Strategy Maps: Converting Intangible Assets into Tangible Outcomes
Harvard Business Press, Dec 16, 2003 - Business & Economics - 480 pages
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.
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LibraryThing ReviewUser Review - RajivC - www.librarything.com
I read the book, and I must say that in many ways I liked it a lot. This is a very good book if you want to follow a detailed process for strategy. The maps are very good tools for guiding you through ... Read full review
LibraryThing ReviewUser Review - nzwaneveld - www.librarything.com
Strategy Maps is an interesting business book that shows readers how a strategy themes can have impact on other themes. An example of themes that are often misaligned with strategy are: HR and IT ... Read full review