Alignment: Using the Balanced Scorecard to Create Corporate SynergiesMost organizations consist of multiple business and support units, each populated by highly trained, experienced executives. But often the efforts of individual units are not coordinated, resulting in conflicts, lost opportunities, and diminished performance. Robert S. Kaplan and David P. Norton argue that the responsibility for this critical alignment lies with corporate headquarters. In this book, the authors apply their revolutionary Balanced Scorecard management system to corporate-level strategy, revealing how highly successful enterprises achieve powerful synergies by explicitly defining corporate headquarters’ role in setting, coordinating, and overseeing organizational strategy. Based on extensive field research in organizations worldwide, Alignment shows how companies can build an enterprise-level Strategy Map and Balanced Scorecard that clearly articulate the “enterprise value proposition”: how the enterprise creates value above that achieved by individual business units operating alone. The book provides case studies, actionable frameworks, and sample scorecards that show how to align business and support units, boards of directors, and external partners with the corporate strategy and create a governance process that will ensure that alignment is sustained. The next breakthrough in strategy execution from the field’s premier thinkers, Alignment shows how today’s companies can unlock unrealized value from enterprise synergies. |
Contents
1 | |
29 | |
Aligning Financial and Customer Strategies | 43 |
Aligning Internal Process and Learning and | 77 |
Aligning Support Functions | 119 |
The Process | 169 |
Aligning Boards and Investors | 193 |
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Common terms and phrases
accountability achieve activities alignment annual assets Balanced Scorecard benefits brand budget build business units capital Chapter communication company’s competencies consistent continually contribute corporate corporate strategy cost create culture defined deliver departments described discussed divisions effective employees enhance ensure enterprise example excellence executive external Figure finance financial focus focused four functional governance groups growth headquarters human implementation improve increase individual industry initiatives integrated investment knowledge leaders leadership learning and growth linked measures meetings objectives offer operating opportunities organization percent performance perspective planning portfolio practices priorities programs relationship reporting responsibilities Review risk role senior share shareholder skills solutions sources specific staff Strategy Map structure success supplier support units synergies themes throughout tion understand value proposition