The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment Free Download PDF Ebook. Robert S. Kaplan and David P. Norton share the results of ten years of learning and analysis into more than 200 firms that have applied the Balanced Scorecard.
Drawing from model cases with Mobil, CIGNA, and AT&T Canada, authors illustrate how Balanced Scorecard adopters have taken their groundbreaking instrument to the subsequent level. These organizations have used the scorecard to create a wholly new performance management framework that places strategy on the middle of key management processes and systems.
Authors articulate the five key rules required for building strategy-targeted organizations: translate the technique into operational phrases, align the organization to the technique, make technique everyone’s on a regular basis job, make strategy a continual course of, and mobilize change through robust, effective leadership.
The authors provide an in depth account of how a variety of organizations within the personal, public, and nonprofit sectors have deployed these principles to achieve breakthrough, sustainable performance improvements. In a number of chapters dedicated to the latter, for example, the authors present how their models have linked long-time period technique with day-to-day operational and budgetary management, and element the “double loop” course of for doing so, monitoring progress, and initiating corrective actions if necessary.
While the balanced card promises nice reward, it additionally calls for a large commitment. The authors recommend, for example, that each worker construct personalized balanced score cards. They advocate regular, detailed communication of the numbers. Such practices can, if pursued too vigorously, channel an inordinate amount of time and energy to the method of “excellence” slightly than the business of getting things done.
The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment [Hardcover]
Robert S. Kaplan and David P. Norton
Harvard Business Review Press; 1 edition (September 2000)
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