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- Herausgeber: Business Book Summaries
- Kategorie: Lebensstil
- Sprache: Englisch
The must-read summary of Robert S. Kaplan and David P. Norton's book: "Alignment: Using the Balanced Scorecard to Create Corporate Synergies".
This complete summary of the ideas from Robert S. Kaplan and David P. Norton's book "Alignment" shows that most organisations consist of multiple departments and operating units which are run by highly trained individuals. Whilst each unit operates consistently and efficiently, the collaboration between units is not always aligned. Kaplan and Norton’s scorecard system allows you to create an “enterprise-level strategy map”, which will help you maximise the potential value in your business by aligning all internal operations and services. The result is not only more profitable, but also very cost effective as there is less misalignment, duplication and waste.
Added-value of this summary:
• Save time
• Understand key concepts
• Expand your knowledge
To learn more, read "Alignment" and discover the benefits that using a Balanced Scorecard can bring for your company.
Das E-Book können Sie in Legimi-Apps oder einer beliebigen App lesen, die das folgende Format unterstützen:
Seitenzahl: 30
Veröffentlichungsjahr: 2014
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Book PresentationAlignment by Robert S. Kaplan and David P. Norton
Book Abstract
About the Author
Important Note About This Ebook
Summary of Alignment (Robert S. Kaplan and David P. Norton)
Foundation: Strategy Maps and Balanced Scorecards
Stage 1: Corporate headquarters specifies an enterprise value proposition
Stage 2: Operating units develop their own unique yet consistent value propositions
Stage 3: Shared-services units develop their value propositions to support the operating units
Stage 4: Additional alignment synergies are sought by working with external partner
Book PresentationAlignment by Robert S. Kaplan and David P. Norton
Book Abstract
MAIN IDEA
The whole idea of forming a corporation is to achieve synergies – the generation of more added than all the various parts of the corporation could achieve if they were acting on their own. All too often, however, opportunities for synergies are dissipated when business units work at cross-purposes or have conflicting goals. To correct such organizational problems, alignment is needed at the corporate level which will then cascade down in such a way business units, support functions, investors and even external partners are better coordinated.
The ideal mechanism for creating this degree of alignment is to develop an enterprise value proposition consisting of a Balanced Scorecard and a Strategy Map. This enterprise value proposition can then be used as a template for business units, support functions and external partners of the business to link and coordinate their activities. At the same time, the enterprise value proposition is also useful in explaining corporate activities to outside investors in a consistent way.
In practical terms, the best way for a corporation to generate synergies and add value is to get everyone working together on crafting well aligned Balanced Scorecards and Strategy Maps at the enterprise, business unit, shared-service and external partner levels. Once all these value propositions are compatible with each other, alignment just naturally follows, and so too will synergies.
About the Author
ROBERT KAPLAN is a professor at the Harvard Business School. He is a co-founder of the Balanced Scorecard Collaborative, a business consulting company. Dr. Kaplan is a business consultant, public speaker, researcher and teacher. He has published more than 120 articles or papers and twelve books including three other books he co-authored with Dr. Norton; The Balanced Scorecard, The Strategy-Focused Organization and Strategy Maps. Dr. Kaplan is a graduate of M.I.T. and Cornell University.
DAVID NORTON is president of the Balanced Scorecard Collaborative, a consulting company he co-founded with Dr. Kaplan. Dr. Norton serves as a management consultant, researcher and public speaker.
The Web site for this book is atwww.bscol.com.
Important Note About This Ebook
This is a summary and not a critique or a review of the book. It does not offer judgment or opinion on the content of the book. This summary may not be organized chapter-wise but is an overview of the main ideas, viewpoints and arguments from the book as a whole. This means that the organization of this summary is not a representation of the book.
Summary of Alignment (Robert S. Kaplan and David P. Norton)
Foundation: Strategy Maps and Balanced Scorecards
A Balanced Scorecard uses four perspectives – financial, customer, internal process and learning – to describe how a business aspires to create shareholder value. A Strategy Map takes the four perspectives of the Balanced Scorecard and shows all the relevant cause-and-effect relationships.
In essence a Balanced Scorecard describes how a business creates added value through enhanced customer relationships driven by excellence in internal processes. As these internal processes become better aligned, more value is created. The Balanced Scorecard uses four different perspectives:
Financial – What are our shareholder expectations for financial performance?Customer – To reach those financial objectives, how do we actually create value for our customers?Internal
