false 534720 <![CDATA[Strategy Maps: Converting Intangible Assets into Tangible Outcomes]]> http://photo.goodreads.com/books/1175610533m/534720.jpg http://photo.goodreads.com/books/1175610533s/534720.jpg 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 epiphany 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.


]]> 534720 3 522218 2 2 2004 Strategy Maps: Converting Intangible Assets into Tangible Outcomes total:22|5:8|4:7|3:7| 22 89 45 4 63433 3.73 169 22 63432 3.74 146 20 5561778 338017 534720 1591391342 9781591391340 4 <![CDATA[Strategy Maps: Converting Intangible Assets into Tangible Outcomes]]> http://photo.goodreads.com/books/1175610533m/534720.jpg http://photo.goodreads.com/books/1175610533s/534720.jpg http://www.goodreads.com/book/show/534720.Strategy_Maps_Converting_Intangible_Assets_into_Tangible_Outcomes 4.05 22 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 epiphany 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.


]]> 2004 5 0 false Tue Aug 01 00:00:00 -0700 2006 Sun Sep 02 22:55:59 -0700 2007 Sun Sep 02 22:58:49 -0700 2007 more...]]> 34624204 1591906 534720 1591391342 9781591391340 4 <![CDATA[Strategy Maps: Converting Intangible Assets into Tangible Outcomes]]> http://photo.goodreads.com/books/1175610533m/534720.jpg http://photo.goodreads.com/books/1175610533s/534720.jpg http://www.goodreads.com/book/show/534720.Strategy_Maps_Converting_Intangible_Assets_into_Tangible_Outcomes 4.05 22 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 epiphany 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.


]]> 2004 3 0 false Sun Jan 01 00:00:00 -0800 2006 Sun Oct 05 21:05:32 -0700 2008 Sun Oct 05 21:07:04 -0700 2008 It just a way of doing things right from very beginning, and the continuing awareness of the result (measures - leading or lagging indicators)]]> 8072629 565213 534720 1591391342 9781591391340 4 <![CDATA[Strategy Maps: Converting Intangible Assets into Tangible Outcomes]]> http://photo.goodreads.com/books/1175610533m/534720.jpg http://photo.goodreads.com/books/1175610533s/534720.jpg http://www.goodreads.com/book/show/534720.Strategy_Maps_Converting_Intangible_Assets_into_Tangible_Outcomes 4.05 22 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 epiphany 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.


]]> 2004 3 0 false Mon Oct 22 09:45:12 -0700 2007 Mon Oct 22 09:46:14 -0700 2007 11944915 606216 534720 1591391342 9781591391340 4 <![CDATA[Strategy Maps: Converting Intangible Assets into Tangible Outcomes]]> http://photo.goodreads.com/books/1175610533m/534720.jpg http://photo.goodreads.com/books/1175610533s/534720.jpg http://www.goodreads.com/book/show/534720.Strategy_Maps_Converting_Intangible_Assets_into_Tangible_Outcomes 4.05 22 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 epiphany 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.


]]> 2004 4 0 false Mon Jan 07 23:32:38 -0800 2008 Mon Jan 07 23:33:38 -0800 2008 76294186 1519895 534720 1591391342 9781591391340 4 <![CDATA[Strategy Maps: Converting Intangible Assets into Tangible Outcomes]]> http://photo.goodreads.com/books/1175610533m/534720.jpg http://photo.goodreads.com/books/1175610533s/534720.jpg http://www.goodreads.com/book/show/534720.Strategy_Maps_Converting_Intangible_Assets_into_Tangible_Outcomes 4.05 22 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 epiphany 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.


]]> 2004 0 0 false Sat Oct 31 08:33:44 -0700 2009 Sat Oct 31 08:33:44 -0700 2009 74365732 2832178 534720 1591391342 9781591391340 4 <![CDATA[Strategy Maps: Converting Intangible Assets into Tangible Outcomes]]> http://photo.goodreads.com/books/1175610533m/534720.jpg http://photo.goodreads.com/books/1175610533s/534720.jpg http://www.goodreads.com/book/show/534720.Strategy_Maps_Converting_Intangible_Assets_into_Tangible_Outcomes 4.05 22 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 epiphany 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.


]]> 2004 0 0 false Tue Oct 13 02:49:40 -0700 2009 Tue Oct 13 02:49:40 -0700 2009 74363666 2714754 534720 1591391342 9781591391340 4 <![CDATA[Strategy Maps: Converting Intangible Assets into Tangible Outcomes]]> http://photo.goodreads.com/books/1175610533m/534720.jpg http://photo.goodreads.com/books/1175610533s/534720.jpg http://www.goodreads.com/book/show/534720.Strategy_Maps_Converting_Intangible_Assets_into_Tangible_Outcomes 4.05 22 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 epiphany 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.


]]> 2004 0 0 false Tue Oct 13 01:37:51 -0700 2009 Tue Oct 13 01:37:51 -0700 2009 71043204 915153 534720 1591391342 9781591391340 4 <![CDATA[Strategy Maps: Converting Intangible Assets into Tangible Outcomes]]> http://photo.goodreads.com/books/1175610533m/534720.jpg http://photo.goodreads.com/books/1175610533s/534720.jpg http://www.goodreads.com/book/show/534720.Strategy_Maps_Converting_Intangible_Assets_into_Tangible_Outcomes 4.05 22 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 epiphany 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.


]]> 2004 0 0 false Sun Sep 13 05:11:54 -0700 2009 Sun Sep 13 05:11:54 -0700 2009 70224592 2690498 534720 1591391342 9781591391340 4 <![CDATA[Strategy Maps: Converting Intangible Assets into Tangible Outcomes]]> http://photo.goodreads.com/books/1175610533m/534720.jpg http://photo.goodreads.com/books/1175610533s/534720.jpg http://www.goodreads.com/book/show/534720.Strategy_Maps_Converting_Intangible_Assets_into_Tangible_Outcomes 4.05 22 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 epiphany 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.


]]> 2004 4 0 false Sat Sep 05 23:53:20 -0700 2009 Sat Sep 05 23:53:20 -0700 2009 66417308 2601912 534720 1591391342 9781591391340 4 <![CDATA[Strategy Maps: Converting Intangible Assets into Tangible Outcomes]]> http://photo.goodreads.com/books/1175610533m/534720.jpg http://photo.goodreads.com/books/1175610533s/534720.jpg http://www.goodreads.com/book/show/534720.Strategy_Maps_Converting_Intangible_Assets_into_Tangible_Outcomes 4.05 22 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 epiphany 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.


]]> 2004 0 0 false Thu Aug 06 08:04:53 -0700 2009 Thu Aug 06 08:04:53 -0700 2009 60958675 1605978 534720 1591391342 9781591391340 4 <![CDATA[Strategy Maps: Converting Intangible Assets into Tangible Outcomes]]> http://photo.goodreads.com/books/1175610533m/534720.jpg http://photo.goodreads.com/books/1175610533s/534720.jpg http://www.goodreads.com/book/show/534720.Strategy_Maps_Converting_Intangible_Assets_into_Tangible_Outcomes 4.05 22 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 epiphany 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.


]]> 2004 0 0 false Wed Jun 24 13:19:49 -0700 2009 Wed Jun 24 13:19:49 -0700 2009 60920738 387494 534720 1591391342 9781591391340 4 <![CDATA[Strategy Maps: Converting Intangible Assets into Tangible Outcomes]]> http://photo.goodreads.com/books/1175610533m/534720.jpg http://photo.goodreads.com/books/1175610533s/534720.jpg http://www.goodreads.com/book/show/534720.Strategy_Maps_Converting_Intangible_Assets_into_Tangible_Outcomes 4.05 22 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 epiphany 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.


]]> 2004 0 0 false Wed Jun 24 08:48:12 -0700 2009 Wed Jun 24 08:48:12 -0700 2009 58171086 70643 534720 1591391342 9781591391340 4 <![CDATA[Strategy Maps: Converting Intangible Assets into Tangible Outcomes]]> http://photo.goodreads.com/books/1175610533m/534720.jpg http://photo.goodreads.com/books/1175610533s/534720.jpg http://www.goodreads.com/book/show/534720.Strategy_Maps_Converting_Intangible_Assets_into_Tangible_Outcomes 4.05 22 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 epiphany 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.


]]> 2004 0 0 false Tue Jun 02 07:49:31 -0700 2009 Tue Jun 02 07:49:31 -0700 2009 56263186 2324601 534720 1591391342 9781591391340 4 <![CDATA[Strategy Maps: Converting Intangible Assets into Tangible Outcomes]]> http://photo.goodreads.com/books/1175610533m/534720.jpg http://photo.goodreads.com/books/1175610533s/534720.jpg http://www.goodreads.com/book/show/534720.Strategy_Maps_Converting_Intangible_Assets_into_Tangible_Outcomes 4.05 22 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 epiphany 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.


]]> 2004 0 0 false Sat May 16 04:20:36 -0700 2009 Sat May 16 04:20:52 -0700 2009 55898004 1594537 534720 1591391342 9781591391340 4 <![CDATA[Strategy Maps: Converting Intangible Assets into Tangible Outcomes]]> http://photo.goodreads.com/books/1175610533m/534720.jpg http://photo.goodreads.com/books/1175610533s/534720.jpg http://www.goodreads.com/book/show/534720.Strategy_Maps_Converting_Intangible_Assets_into_Tangible_Outcomes 4.05 22 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 epiphany 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.


]]> 2004 0 0 false Tue May 12 23:19:54 -0700 2009 Tue May 12 23:19:54 -0700 2009 55456368 1060436 534720 1591391342 9781591391340 4 <![CDATA[Strategy Maps: Converting Intangible Assets into Tangible Outcomes]]> http://photo.goodreads.com/books/1175610533m/534720.jpg http://photo.goodreads.com/books/1175610533s/534720.jpg http://www.goodreads.com/book/show/534720.Strategy_Maps_Converting_Intangible_Assets_into_Tangible_Outcomes 4.05 22 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 epiphany 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.


]]> 2004 0 0 false Sat May 09 01:27:01 -0700 2009 Sat May 09 01:27:01 -0700 2009 54786149 1357177 534720 1591391342 9781591391340 4 <![CDATA[Strategy Maps: Converting Intangible Assets into Tangible Outcomes]]> http://photo.goodreads.com/books/1175610533m/534720.jpg http://photo.goodreads.com/books/1175610533s/534720.jpg http://www.goodreads.com/book/show/534720.Strategy_Maps_Converting_Intangible_Assets_into_Tangible_Outcomes 4.05 22 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 epiphany 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.


]]> 2004 4 0 false Sun May 03 10:04:25 -0700 2009 Sun May 03 10:04:25 -0700 2009 50577653 2087654 534720 1591391342 9781591391340 4 <![CDATA[Strategy Maps: Converting Intangible Assets into Tangible Outcomes]]> http://photo.goodreads.com/books/1175610533m/534720.jpg http://photo.goodreads.com/books/1175610533s/534720.jpg http://www.goodreads.com/book/show/534720.Strategy_Maps_Converting_Intangible_Assets_into_Tangible_Outcomes 4.05 22 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 epiphany 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.


]]> 2004 3 0 false Thu Mar 26 20:22:28 -0700 2009 Thu Mar 26 20:22:41 -0700 2009 49708544 2135967 534720 1591391342 9781591391340 4 <![CDATA[Strategy Maps: Converting Intangible Assets into Tangible Outcomes]]> http://photo.goodreads.com/books/1175610533m/534720.jpg http://photo.goodreads.com/books/1175610533s/534720.jpg http://www.goodreads.com/book/show/534720.Strategy_Maps_Converting_Intangible_Assets_into_Tangible_Outcomes 4.05 22 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 epiphany 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.


]]> 2004 5 0 false Wed Mar 18 16:30:29 -0700 2009 Wed Mar 18 16:30:42 -0700 2009 49449006 2099436 534720 1591391342 9781591391340 4 <![CDATA[Strategy Maps: Converting Intangible Assets into Tangible Outcomes]]> http://photo.goodreads.com/books/1175610533m/534720.jpg http://photo.goodreads.com/books/1175610533s/534720.jpg http://www.goodreads.com/book/show/534720.Strategy_Maps_Converting_Intangible_Assets_into_Tangible_Outcomes 4.05 22 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 epiphany 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.


]]> 2004 0 0 false Mon Mar 16 10:10:45 -0700 2009 Mon Mar 16 10:10:45 -0700 2009 8 http://www.goodreads.com/book_link/follow/8?book_id=534720