The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment
by Robert S. Kaplan
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List Price: $39.95
Our Price: $13.40
Your Save: $ 26.55 ( 66% )
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Manufacturer: Harvard Business School Press
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Average Customer Rating:  
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Binding: Hardcover
Dewey Decimal Number: 658.4012
EAN: 9781578512508
ISBN: 1578512506
Label: Harvard Business School Press
Number Of Items: 1
Number Of Pages: 416
Publication Date: 2000-09
Publisher: Harvard Business School Press
Studio: Harvard Business School Press
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Spotlight customer reviews:
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Customer Rating:
Summary: Great book!
Comment: Great book! Excellent examples of different companies. It seems a little lengthy at times, but with many jewels of information throughout the book. I bought this after checking it out from the library; I want to keep it as a reference as I implement the scorecard at work.
Customer Rating: 
Summary: The Changing Strategy Landscape
Comment: In today's business landscape, it has never been more
important to implement solid strategies -- the unique
and sustainable ways by which organizations create
value. Yet, research reveals that companies have an
increasingly difficult time executing the strategies they
need to remain competitive. One reason for this is clearly
that while these strategies, and the business issues behind
them, are changing constantly, the tools for measuring
the effectiveness of these strategies have not kept pace.
Customer Rating:
Summary: The Most Important Work on Strategy
Comment: Strategy is a largely misunderstood, mis-directed and inscrutable part of business. Its failings in general come from a few basic misunderstandings about what strategy is as contrasted with tactics, and from the dearth of a way to articulate what may be intuitive for a visionary leader. Norton and Kaplan put forth a method for conceiving, articulating, sharing and measuring strategy that is elegant, simple, translatable and executable. Its basic foundation, a visual representation of the cause and effect relationships necessary to generate strategic goals is breathtaking in its simplicity and brilliance. I have yet to find a more important or transparent approach to the creation of long-term strategy for organizations. This is not a "page-turner", it is a text book. As such, don't expect scintillation--expect to learn the tools that are indispensable to creating real, manageable and measurable results. This is an essential part of every business-person's library.
Amie Devero, Author of Powered by Principle: Using Core Values to Build World-Class Organizations
Customer Rating:
Summary: Overview, technique and implementation
Comment: An outstandingly well written book that decribes the balanced scorecard and provides excellent examples. An effective, practical guide for C-level executives and mid-level managers for implementing strategic scorcarding. I recommned this book for the breadth and depth of the explanation of the subject matter and concise implmentation examples.
Customer Rating:
Summary: If you can measure it, you can manage it
Comment: The Balanced Scorecard was initially designed as a financial and non-financial corporate performance measurement tool. Organizations focused on strategy have taken the Balanced Scorecard and transformed it into a strategic tool for measurement. These 5 key principles transform the Balanced Scorecard:
Principle 1: Translate Strategy into Operational Terms. Describing the strategy of the organization, communicating it via the Building Scorecard in an insightful, consistent and operational manner is the cornerstone to putting strategy at the center of an organization. This principle accomplishes this by using the Balanced Scorecard to view strategy from 4 different perspectives: financial, customer, internal business processes, and learning.
Principle 2: Align the Organization to the Strategy.
The Balanced scorecard can link the many different and dispersed functions. It can clarify the values, beliefs and ideas that reflect the organization's identity, and clarify the actions mandated at the corporate level that create synergies at the business unit level.
Principle 3: Make Strategy Everyone's Everyday Job.
This principle, utilizing the Balanced Scorecard, focuses on three processes to align employees to the strategy: creating strategic awareness, defining personal and team objectives, and linking compensation to the Balanced Scorecard
Principle 4: Make Strategy a Continual Process.
The Balanced Scorecard creates a reporting system to monitor progress and serve as a link between managing strategy and managing operations. This system enables organizations to accomplish three things: link strategy and budget, close the strategy loop, and test, learn, and adapt.
Principle 5: Mobilize Change Through Executive Leadership.
The Balanced Scorecard helps executive leadership implement large scale changes that are necessary to implement new strategies. Specifically, it helps organizations specify, in detail, critical elements:
· Target customers where profitable growth will occur
· Value propositions that lead customers to do more business and at higher margins with the company
· Innovations in products, services and processes
· Investments in people and systems to enhance processes and deliver differentiated value propositions for growth
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Editorial Reviews:
|
Customer Rating:
Summary: Great book!
Comment: Great book! Excellent examples of different companies. It seems a little lengthy at times, but with many jewels of information throughout the book. I bought this after checking it out from the library; I want to keep it as a reference as I implement the scorecard at work.
Customer Rating:
Summary: The Changing Strategy Landscape
Comment: In today's business landscape, it has never been more
important to implement solid strategies -- the unique
and sustainable ways by which organizations create
value. Yet, research reveals that companies have an
increasingly difficult time executing the strategies they
need to remain competitive. One reason for this is clearly
that while these strategies, and the business issues behind
them, are changing constantly, the tools for measuring
the effectiveness of these strategies have not kept pace.
Customer Rating:
Summary: The Most Important Work on Strategy
Comment: Strategy is a largely misunderstood, mis-directed and inscrutable part of business. Its failings in general come from a few basic misunderstandings about what strategy is as contrasted with tactics, and from the dearth of a way to articulate what may be intuitive for a visionary leader. Norton and Kaplan put forth a method for conceiving, articulating, sharing and measuring strategy that is elegant, simple, translatable and executable. Its basic foundation, a visual representation of the cause and effect relationships necessary to generate strategic goals is breathtaking in its simplicity and brilliance. I have yet to find a more important or transparent approach to the creation of long-term strategy for organizations. This is not a "page-turner", it is a text book. As such, don't expect scintillation--expect to learn the tools that are indispensable to creating real, manageable and measurable results. This is an essential part of every business-person's library.
Amie Devero, Author of Powered by Principle: Using Core Values to Build World-Class Organizations
Customer Rating:
Summary: Overview, technique and implementation
Comment: An outstandingly well written book that decribes the balanced scorecard and provides excellent examples. An effective, practical guide for C-level executives and mid-level managers for implementing strategic scorcarding. I recommned this book for the breadth and depth of the explanation of the subject matter and concise implmentation examples.
Customer Rating:
Summary: If you can measure it, you can manage it
Comment: The Balanced Scorecard was initially designed as a financial and non-financial corporate performance measurement tool. Organizations focused on strategy have taken the Balanced Scorecard and transformed it into a strategic tool for measurement. These 5 key principles transform the Balanced Scorecard:
Principle 1: Translate Strategy into Operational Terms. Describing the strategy of the organization, communicating it via the Building Scorecard in an insightful, consistent and operational manner is the cornerstone to putting strategy at the center of an organization. This principle accomplishes this by using the Balanced Scorecard to view strategy from 4 different perspectives: financial, customer, internal business processes, and learning.
Principle 2: Align the Organization to the Strategy.
The Balanced scorecard can link the many different and dispersed functions. It can clarify the values, beliefs and ideas that reflect the organization's identity, and clarify the actions mandated at the corporate level that create synergies at the business unit level.
Principle 3: Make Strategy Everyone's Everyday Job.
This principle, utilizing the Balanced Scorecard, focuses on three processes to align employees to the strategy: creating strategic awareness, defining personal and team objectives, and linking compensation to the Balanced Scorecard
Principle 4: Make Strategy a Continual Process.
The Balanced Scorecard creates a reporting system to monitor progress and serve as a link between managing strategy and managing operations. This system enables organizations to accomplish three things: link strategy and budget, close the strategy loop, and test, learn, and adapt.
Principle 5: Mobilize Change Through Executive Leadership.
The Balanced Scorecard helps executive leadership implement large scale changes that are necessary to implement new strategies. Specifically, it helps organizations specify, in detail, critical elements:
· Target customers where profitable growth will occur
· Value propositions that lead customers to do more business and at higher margins with the company
· Innovations in products, services and processes
· Investments in people and systems to enhance processes and deliver differentiated value propositions for growth
In today's business environment, strategy has never been more important. Yet research shows that most companies fail to execute strategy successfully. Behind this abysmal track record lies an undeniable fact: many companies continue to use management processes-top-down, financially driven, and tactical-that were designed to run yesterday's organizations. Now, the creators of the revolutionary performance management tool called the Balanced Scorecard introduce a new approach that makes strategy a continuous process owned not just by top management, but by everyone. In The Strategy-Focused Organization, Robert Kaplan and David Norton share the results of ten years of learning and research into more than 200 companies that have implemented the Balanced Scorecard. Drawing from more than twenty in-depth case studies-including Mobil, CIGNA, Nova Scotia Power, and AT&T Canada-Kaplan and Norton illustrate how Balanced Scorecard adopters have taken their groundbreaking tool to the next level. These organizations have used the scorecard to create an entirely new performance management framework that puts strategy at the center of key management processes and systems. Kaplan and Norton articulate the five key principles required for building Strategy-Focused Organizations: (1) translate the strategy to operational terms, (2) align the organization to the strategy, (3) make strategy everyone's everyday job, (4) make strategy a continual process, and (5) mobilize change through strong, effective leadership. The authors provide a detailed account of how a range of organizations in the private, public, and nonprofit sectors have deployed these principles to achieve breakthrough, sustainable performance improvements. Presenting a practical, proven framework steeped in rich case study experience, The Strategy-Focused Organization helps solve a universal management problem-not just how to formulate strategy, but how to make it work. Building on one of the most revolutionary business ideas of our time, this important book shows how today's leaders can shape their own companies to meet the challenges and reap the rewards of a new competitive era. Robert S. Kaplan is the Marvin Bower Professor of Leadership Development at Harvard Business School. David P. Norton is President of Balanced Scorecard Collaborative, Inc.
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