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Business Process Management and the Balanced Scorecard: Using Processes as Strategic Drivers
Business Process Management and the Balanced Scorecard shows managers how to optimally use the balanced scorecard to achieve and sustain strategic success even as the business environment changes. It exceptionally fills the gap between theory and application to facilitate the use of processes as a strategic weapon to deliver world-class performance.
- GenresBusiness
240 pages, Hardcover
First published December 1, 2006
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March 29, 2010
How to use your processes as strategic weapons
The emphasis on process performance as an element of organizational success is growing. Strategy consultant Ralph Smith explains the evolution of strategic processes as tactical weapons in business leaders’ competitive arsenals. He provides a brief analysis of the current state of global competition and demonstrates how what he calls “process-based competition” evolved from Total Quality Management. However, his book is not just historical; it is practical. Smith explains how to create a “strategy map” and how to use it as a foundation for your balanced scorecard. He organizes the final chapters of his book around a six-step flowchart that will help you become an effective strategic-process competitor. The book is concise but dry. Like many authors with systems of their own, Smith advocates using facilitators and consultants – especially himself – to guide you through your strategic process. However, underneath his sales pitch lies a good deal of substance. getAbstract recommends this book to executives who are looking for practical implementation strategies.
The emphasis on process performance as an element of organizational success is growing. Strategy consultant Ralph Smith explains the evolution of strategic processes as tactical weapons in business leaders’ competitive arsenals. He provides a brief analysis of the current state of global competition and demonstrates how what he calls “process-based competition” evolved from Total Quality Management. However, his book is not just historical; it is practical. Smith explains how to create a “strategy map” and how to use it as a foundation for your balanced scorecard. He organizes the final chapters of his book around a six-step flowchart that will help you become an effective strategic-process competitor. The book is concise but dry. Like many authors with systems of their own, Smith advocates using facilitators and consultants – especially himself – to guide you through your strategic process. However, underneath his sales pitch lies a good deal of substance. getAbstract recommends this book to executives who are looking for practical implementation strategies.
Displaying 1 of 1 review