9,99 €
Mehr erfahren.
- Herausgeber: Business Book Summaries
- Kategorie: Lebensstil
- Sprache: Englisch
The must-read summary of Robert S. Kaplan and David P. Norton's book: "The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment".
This complete summary of the ideas from Robert S. Kaplan and David P. Norton's book "The Strategy-Focused Organization" shows that highly productive organisations implement strategy exceptionally well. In their book, the authors explain that these organisations typically place more emphasis on execution, rather than strategy formation. Once their strategy has been articulated, high performers concentrate on focusing and aligning all their resources behind putting that strategy into action. This summary demonstrates how these companies use the balanced scorecard approach to measure and manage their strategy and the five key principles for using this type of framework.
Added-value of this summary:
• Save time
• Understand key concepts
• Expand your business knowledge
To learn more, read "The Strategy-Focused Organization" and discover how you can use the balanced scorecard to become a strategy-focused organisation.
Das E-Book können Sie in Legimi-Apps oder einer beliebigen App lesen, die das folgende Format unterstützen:
Seitenzahl: 28
Veröffentlichungsjahr: 2014
Ähnliche
Book PresentationThe Strategy-Focused Organization by Robert S. Kaplan and David P. Norton
Book Abstract
About the Author
Important Note About This Ebook
Summary of The Strategy-Focused Organization (Robert S. Kaplan and David P. Norton)
Principle #1: Express the strategy in operational terms
Principle #2: Create alignment between the organization and the strategy
Principle #3: Get everyone involved in making strategy
Principle #4: Make strategy an ongoing process, not a one-off event
Principle #5: Provide effective strategic leadership
Book PresentationThe Strategy-Focused Organization by Robert S. Kaplan and David P. Norton
Book Abstract
MAIN IDEA
Highly productive organizations implement strategy exceptionally well. In fact, they typically place more emphasis on execution than on strategy formulation. And once their strategy has been articulated, high performers concentrate on focusing and aligning all their resources (human, capital, technology and leadership) behind putting that strategy into action.
So how do they do that? High performers measure and manage their strategy using a “Balanced Scorecard” approach. In particular, they apply five key principles:
In practice, high producers use a Balanced Scorecard as the central framework of their performance management processes, thereby making strategy a continuous process owned by everyone in the organization, not just the top managers.
About the Author
ROBERT KAPLAN is the professor of leadership development at Harvard Business School. Dr. Kaplan has written more than 120 papers and 10 books, including The Balanced Scorecard: Translating Strategy Into Action. He is a much sought after business consultant, public speaker, researcher and teacher on the design of performance and cost management systems.
DAVID NORTON co-authored The Balanced Scorecard: Translating Strategy Into Action with Dr. Kaplan and currently serves as president of Balanced Scorecard Collaborative Inc., a professional services firm. Dr. Norton is a highly accomplished and experienced management consultant, researcher and speaker, as well as the coauthor of a number of published articles.
The Balanced Scorecard Web site is located athttp://www.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 The Strategy-Focused Organization (Robert S. Kaplan and David P. Norton)
Principle #1: Express the strategy in operational terms
Main Idea
The best strategy in the world cannot be executed if it cannot be understood by the people involved. And any strategy which cannot be adequately described cannot be understood. Therefore, the first step in creating management processes for the implementation of strategy must be to construct a reliable and consistent framework for describing strategy.
The best framework for describing strategy is:
Use strategy maps – outlining all the relationships.Construct Balanced Scorecards – performance measures.Supporting Ideas
Use strategy maps – outlining all the relationships
Strategy maps outline all the cause-and-effect linkages between what an organization’s strategy is and what everyone does on a day-to-day basis. Specifically, strategy maps:
Describe how tangible and intangible assets are mobilized.Outline how assets of all types are combined to create customer value propositions which add value.Specify how the desired financial outcomes will be realized.Detail the relationships between shareholders, customers, business processes and competencies.Provide a foundation for building a Balanced Scorecard.
