Strategy Maps

Name: Strategy Maps
Brand: Harvard Business Review Press
SKU: 2069653

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2244973Strategy Mapshttps://www.gandhi.com.mx/strategy-maps/phttps://gandhi.vtexassets.com/arquivos/ids/1882206/df609c53-9b60-46c6-ab01-aeeced5d9aef.jpg?v=638342116790800000627871MXNHarvard Business Review PressInStock/Ebooks/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 cant figure out why their strategy isnt working, Strategy Maps is a blueprint any organization can follow to align processes, people, and information technology for superior performance....2069653Strategy Maps627871https://www.gandhi.com.mx/strategy-maps/phttps://gandhi.vtexassets.com/arquivos/ids/1882206/df609c53-9b60-46c6-ab01-aeeced5d9aef.jpg?v=638342116790800000InStockMXN99999DIEbook20039781422163498_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9781422163498_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 cant figure out why their strategy isnt working, Strategy Maps is a blueprint any organization can follow to align processes, people, and information technology for superior performance.(*_*)9781422163498_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 cant figure out why their strategy isnt working, Strategy Maps is a blueprint any organization can follow to align processes, people, and information technology for superior performance....9781422163498_Harvard Business Review Presslibro_electonico_4356e14a-81b3-36df-a908-f405725a1dd0_9781422163498;9781422163498_9781422163498David P.InglésMéxicohttps://getbook.kobo.com/koboid-prod-public/ingram50-epub-b7851e9b-05b4-41bf-9268-e7396b0a04d4.epub2003-12-16T00:00:00+00:00Harvard Business Review Press