The Strategy-focused Organization: How Balanced Scorecard Companies Thrive in the New Business EnvironmentA Powerful New Approach to Performance Management from the Creators of the Balanced Scorecard In Today's business environment, strategy has never been more important. Yet research shows that most companies fail to execute strategy successfully. Behind this abysmal track record lies an undeniable fact: many companies continue to use management processes-top-down, financially driven, and tactical-that were designed to run yesterday's organizations. Now, the creators of the revolutionary performance management tool called the Balanced Scorecard introduce a new approach that makes strategy a continuous process owned not just by top management, but by everyone. In The Strategy-Focused Organization, Robert Kaplan and David Norton share the results of ten years of learning and research into more than 200 companies that have implemented the Balanced Scorecard. Drawing from more than twenty in-depth case studies-including Mobil, CIGNA, Nova Scotia Power, and AT and T Canada-Kaplan and Norton illustrate how Balanced Scorecard adopters have taken their ground-breaking tool to the next level. These organizations have used the scorecard to create an entirely new performance management framework that puts strategy at the center of key management processes and systems. Kaplan and Norton articulate the five key principles required for building Strategy-Focused Organizations: (1) translate the strategy to operational terms, (2) align the organization to the strategy, (3) make strategy everyone's everyday job, (4) make strategy a continual process, and (5) mobilize change through strong, effective leadership. The authors provide a detailed account of how a range of organizations in the private, public, and nonprofit sectors have deployed these principles to achieve breakthrough, sustainable performance improvements. Presenting a practical, proven framework steeped in rich case study experience, The Strategy-Focused Organization helps solve a universal management problem-not just how to formulate strategy, but how to make it work. Building on one of the most revolutionary business ideas of our time, this important book shows how today's leaders can shape their own companies to meet the challenges and reap the rewards of a new competitive era. |
Contents
Creating the StrategyFocused Organization | 1 |
How Mobil Became a StrategyFocused Organization | 29 |
TRANSLATING THE STRATEGY TO OPERATIONAL TERMS | 65 |
Building Strategy Maps | 69 |
Building Strategy Maps in Private Sector Companies | 107 |
Strategy Scorecards in Nonprofit Government and Health Care Organizations | 133 |
ALIGNING THE ORGANIZATION TO CREATE SYNERGIES | 161 |
Creating Business Unit Synergy | 167 |
The Balanced Paycheck | 253 |
MAKING STRATEGY A CONTINUAL PROCESS | 273 |
Planning and Budgeting | 279 |
Feedback and Learning | 303 |
MOBILIZING CHANGE THROUGH EXECUTIVE LEADERSHIP | 331 |
Leadership and Mobilization | 333 |
Avoiding the Pitfalls | 355 |
Frequently Asked Questions | 369 |
Other editions - View all
TheStrategy Focused Organization: How Balanced ... Environment Robert S. Kaplan No preview available - 2000 |
Common terms and phrases
achieve activity-based costing AgriChem align anced Scorecard Balanced Score Balanced Scorecard Bank Brian Baker Brown & Root budget business units Chapter CIGNA communication companies competitive create customer perspective customer satisfaction customer value proposition dealers deliver described develop division drivers employees executive team feedback Figure financial perspective focus focused gasoline goals Growth Perspective growth strategy Harvard Business School high-level identify implement Improve individual initiatives innovation intangible assets integrated internal processes leadership team learning and growth linkages linked management process management system meetings ment metrics Mobil NAM&R Nova Scotia Power objectives and measures operational excellence organization's organizational outcomes percent products and services Profit relationships reporting retail revenue growth Review scorecard measures Scorecard provided segments shared service units Speedpass Store 24 strategic objectives strategic themes strategy map Strategy-Focused Organization stretch targets success synergies tion tomer value proposition