000 02149 a2200193 4500
020 _a1591391342 (hardcover)
020 _a9781591391340 (hardcover)
082 0 4 _a658.4012
090 _c5505
_d5505
100 1 _aKaplan, Robert S.
245 1 0 _aStrategy maps :
_bconverting intangible assets into tangible outcomes /
_cRobert S. Kaplan, David P. Norton.
250 _a1st ed.
260 _a[S.l.] :
_bHarvard Business Press,
_c2004.
300 _a454 p. ;
_c24 cm.
520 _aMore 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 epiphany 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.
700 1 _aNorton, David P.
856 4 0 _3Amazon.com
_uhttp://www.amazon.com/exec/obidos/ASIN/1591391342/chopaconline-20
942 _aNBS
_cBK
_k658.4012 KAP
999 _c347912
_d347912