What do you think?
Strategy Maps: Converting Intangible Assets into Tangible Outcomes
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 "aha!" 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.
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 "aha!" 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.
454 pages, Hardcover
First published December 16, 2003
Ratings & Reviews
Friends & Following
Create a free account to discover what your friends think of this book!
Community Reviews
Displaying 1 - 1 of 1 review
December 20, 2017
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 ponto de partida é um livro que certamente merece estar na biblioteca de todos aqueles ligados direta ou indiretamente à definição e monitoramento das estratégias empresariais.
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 ponto de partida é um livro que certamente merece estar na biblioteca de todos aqueles ligados direta ou indiretamente à definição e monitoramento das estratégias empresariais.
Displaying 1 - 1 of 1 review