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Bezig met laden... Strategy Maps: Converting Intangible Assets into Tangible Outcomesdoor Robert S. Kaplan, David P. Norton
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Meld je aan bij LibraryThing om erachter te komen of je dit boek goed zult vinden. Op dit moment geen Discussie gesprekken over dit boek. 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 programs. This book explains how to use Strategy Maps and Balanced Scorecard to prepare the company to respond to any (surprise) situation that can occur in the business world of today. The content of this book is very applicable and innovative. The writing style is good. Overall, a business book worth reading for senior management, and also for lower level management once there is a commitment to implement by senior management. Strategy Maps is a classic on on strategy and execution, but they’re brilliant in their application in identifying strategy, linking strategy to middle management, linking down the in the individual worker, and then measuring performance for the company, departments, and individuals. Combined with Balanced Scorecard and The Strategy-Focused Organization, these books are like the last leg of a relay race with the previous legs in a Track and Field relay race, following all previous subject areas. http://smartlemming.com/2009/05/flatten-your-learning-curve-read-the-classic-bus... geen besprekingen | voeg een bespreking toe
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. Geen bibliotheekbeschrijvingen gevonden. |
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Google Books — Bezig met laden... GenresDewey Decimale Classificatie (DDC)658.4012Technology Management and auxiliary services Management Executive Planning, control, strategy StrategyLC-classificatieWaarderingGemiddelde:
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While the process is good, and the examples are good, the book does not touch upon the pain some of these companies would have experienced when implementing the maps.
Neither does the book address the issue of strategy itself. This is something that, I believe, is almost impossible to write about. ( )