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Strategy Maps: Converting Intangible Assets into Tangible Outcomes

4.02  ·  Rating details ·  522 ratings  ·  26 reviews
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 man ...more
Hardcover, 480 pages
Published February 1st 2004 by Harvard Business Review Press (first published December 16th 2003)
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Average rating 4.02  · 
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 ·  522 ratings  ·  26 reviews

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May 09, 2012 rated it it was amazing
You either understand strategy and have one or you are eternally doomed to be a pawn in a game controlled by a strategy devised by someone else. Strategy Maps are a way to discover "the business of business", how it works and how to win. This book in its way is as revolutionary as The Origin of Species. Use it wisely, since strategy is power.
Anderson De castro
Uma contribuição muito importante para quem está diretamente ligado com a área de pensamento estratégico empresarial. O livro tem sistemática muito relevante que organiza de forma simples e com muitos exemplos e cases interessantes a forma de pensar a estratégia das empresas de uma maneira integrada.
Mostra ainda que objetivos financeiros e de maximização de valor aos acionistas não são alcançáveis sem que haja plena integração com os demais processos e áreas da empresa.
Em suma um bom
Feb 26, 2018 rated it really liked it
Shelves: specialized
Coverting intangible assets into outcomes reflected in financial perspective is what strategy map does. It also provide holistic view for corporation that enable integration to achieve setted objectives.
Mona Lisa
Mar 19, 2015 rated it really liked it
Allthough I read this book for work, I thoroughly enjoyed it. Great addition to the first and second book by Kaplan/ Norton.
Jan 30, 2019 rated it liked it  ·  review of another edition
Há 15 anos levaria 5 estrelas...
Adriaan Jansen
Dec 26, 2014 rated it really liked it
Shelves: business
With ''Strategy Maps'', Kaplan and Norton expand the Balanced Scorecard concept they presented in their first book, called ''The Balanced Scorecard''. The main purpose of this book ''Strategy Maps'' is to provide a more visual description of the Balanced Scorecard, which is achieved through literally mapping the strategy. Basically, this comes down to explicitly drawing all the objectives of the 4 perspectives of the Balances Scorecard (Financial, Customer, Internal and Learning & Growth) so ...more
Rebeca Núñez
Útil, pero leerlo solo no es suficiente para poder implementar correctamente todas las herramientas que plantea. En mi caso estaba cursando una asignatura de planificación estratégica empresarial, y sin eso la verdad no se que tan útil podría haber encontrado esta información.
Feb 16, 2017 rated it really liked it
A must for any manager and strategist.
Farooq Mazhar
Jan 30, 2018 rated it it was amazing
Shelves: strategy
I really enjoy reading this book. It provided clear concept of architecting you strategy using four different perspective such as finance, customer, internal processes, and innovation ( also called learning and growth). This book provided many techniques and ideas about utilizing your intangible assets such as knowledge, skills, systems, leadership, etc. to generate value for customers and contribute to overall strategy. There are number of case studies and sample strategy maps that will help yo ...more
Nigel Street
Jan 16, 2016 rated it really liked it
What came across is that this would/could really help to translate strategy into something tangible and able to be communicated in a clear and consistent manner throughout the organisation. This could be an entire company or even I could envisage on a departmental/team level recognising that the smaller approach would yield less change and could well be thwarted due to actions for unaligned teams/departments. I'm a big believer in having a combination of financial and non-financial goals and for ...more
Jul 23, 2011 rated it liked it

Nice follow-up to the classic "The Balanced Scorecard" ... the practical application of converting intangible assets into tangible outcomes will be useful to any organizational leader, especially learning and organizational development leaders. The plentiful case examples in the work were relevant.

Best quote: "Intangible assets should not be measured by how much money was spent to develop them, nor should their value be determined by independent appraisals of
Eric Cuenca
Aug 19, 2013 rated it it was amazing
This is perhaps the better book about the Balanced Scorecard theory by professors Kaplan & Norton. The authors have refined their work, previously published in "The Balanced Scorecard" and "The Strategy Focused Organization" based on the implementation of the Balanced Scorecard (BSC) in several companies all over the world.

Kaplan and Norton dedicate a chapter to each of the processes of the internal perspective (Operations, Customer and Innovation) and each of the ones of the learn and grow
Jul 08, 2013 rated it it was ok
Shelves: negocios
Un intento de fortalecer una metodologia que se basa en casos de exito pero que carece de mediciones puntuales, los autores parecen en gran medida tratar de reinventar el hilo negro y gran parte del libro son solo ejemplos y casos.

El libro tiene utilidad para el proceso de reingenieria de una organización sin embargo no es un sustituto al sentido comun y a otras metodologias más utiles como la matriz de orden lógico
Sep 02, 2007 rated it it was amazing
Recommends it for: Anyone
Shelves: biz
Mapping straegy is as easy as Kaplan-Norton explain in this book. The 3rd series of balanced scorecard explain the importance of intangible asset performance to boost successful tangible performance, whether it will be financial performance improvement or asset utilization. A must read for Balanced Scorecard initiatives.
Nopadol Rompho
Dec 24, 2014 rated it really liked it
Read my review (in Thai) at
Mad Hab
Jan 14, 2013 rated it really liked it
This is the second book in the series of Balanced Scorecards. Book is very rich of case studies, is easy to read and follow. I will even recommend to start exploring BSC with this one.
Major Doug
May 18, 2013 rated it it was ok
too theoretical; not enough practical
AB Priyantoro
Jan 07, 2008 rated it really liked it
Shelves: business
A perspective to make all business process aligns with its strategy..
Lori Grant
Mar 29, 2013 rated it it was amazing
A must-read book on execution for knowledge workers, managers, executives, and entrepreneurs.
Jan 16, 2014 rated it really liked it
Shelves: social-science
Great source book for understanding and implement a balanced scorecard strategy.
Minseok Kwon
Jul 18, 2014 rated it it was amazing
Bible for business consulting.
How to make better money, how to reduce cost in specific system
Oct 05, 2008 rated it liked it
Shelves: non-fiction
A simple but powerfull concept.
It just a way of doing things right from very beginning, and the continuing awareness of the result (measures - leading or lagging indicators)
Oct 22, 2007 rated it liked it
Shelves: thesis
sebenernya blon sepenuhnya dibaca tapi keren konsepnya...dan emang gak lengkap kalo tidak menuntaskan ke 4 buku BSC....
Fawad Janjua
Oct 19, 2016 rated it it was amazing
A Forever reference Book - Must on a Strategists Shelf for ready referencing.
Prana Business
Jan 26, 2011 rated it really liked it
Practical guide to learning how to follow one of the best strategic planning processes out there.
Mau Frutos
Aug 19, 2013 rated it really liked it
Any consultant or business officer must read.
rated it it was amazing
Apr 02, 2013
Ian Pitchford
rated it really liked it
Oct 18, 2014
T Phanratanamongkol
rated it it was amazing
Jun 23, 2017
Bassam AlKharashi
rated it it was amazing
Jul 21, 2017
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Robert S. Kaplan (born 1940) is Baker Foundation Professor at Harvard Business School, United States, and co-creator, together with David P. Norton, of the balanced scorecard, a means of linking a company's current actions to its long-term goals. Kaplan and Norton introduced the balanced scorecard method in their 1992 Harvard Business Review article, The Balanced Scorecard: Measures That Drive Per ...more
“If you can measure it, you can manage it.” 1 likes
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