Strategy Maps
Converting Intangible Assets into Tangible Outcomes
(Sprache: Englisch)
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....
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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.
Inhaltsverzeichnis zu „Strategy Maps “
1 Introduction; 2 Strategy Maps; 3 Operations Management Processes; 4 Customer Management; 5 Innovation Processes; 6 Managing Regulatory and Societal Processes; 7 Aligning Intangible Assets to Enterprise Strategy; 8 Human Capital Readiness; 9 Information Capital Readiness; 10 Organization Capital; 11 Customizing Your Strategy Map to Your Strategy; 12 Planning the Campaign
Autoren-Porträt von Robert S. Kaplan, David P. Norton
David P. Norton ist Präsident von Palladium. Gemeinsam haben Kaplan und Norton die Balanced Scorecard entwickelt, ein Konzept zur Messung der Aktivitäten eines Unternehmens, um den Führungskräften einen Überblick über die Leistungsfähigkeit einer Organisation zu bieten.Robert S. Kaplan (links) ist Professor an der Harvard Business School und bei der renommierten Unternehmensberatung Palladium tätig.
Bibliographische Angaben
- Autoren: Robert S. Kaplan , David P. Norton
- 2004, 480 Seiten, mit Abbildungen, Maße: 16,7 x 24,4 cm, Gebunden, Englisch
- Verlag: Harvard Business School Press
- ISBN-10: 1591391342
- ISBN-13: 9781591391340
- Erscheinungsdatum: 01.02.2004
Sprache:
Englisch
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