THE STRATEGY-FOCUSED ORGANIZATION

THE STRATEGY-FOCUSED ORGANIZATION
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作者: ,
出版社: Perseus
2000-09
版次: 1
ISBN: 9781578512508
定价: 384.30
装帧: 精装
开本: 16开
纸张: 胶版纸
页数: 416页
正文语种: 英语
18人买过
  • Intoday'sbusinessenvironment,strategyhasneverbeenmoreimportant.Yetresearchshowsthatmostcompaniesfailtoexecutestrategysuccessfully.Behindthisabysmaltrackrecordliesanundeniablefact:manycompaniescontinuetousemanagementprocesses-top-down,financiallydriven,andtactical-thatweredesignedtorunyesterday'sorganizations.Now,thecreatorsoftherevolutionaryperformancemanagementtoolcalledtheBalancedScorecardintroduceanewapproachthatmakesstrategyacontinuousprocessownednotjustbytopmanagement,butbyeveryone.InTheStrategy-FocusedOrganization,RobertKaplanandDavidNortonsharetheresultsoftenyearsoflearningandresearchintomorethan200companiesthathaveimplementedtheBalancedScorecard.Drawingfrommorethantwentyin-depthcasestudies-includingMobil,CIGNA,NovaScotiaPower,andAT&TCanada-KaplanandNortonillustratehowBalancedScorecardadoptershavetakentheirgroundbreakingtooltothenextlevel.Theseorganizationshaveusedthescorecardtocreateanentirelynewperformancemanagementframeworkthatputsstrategyatthecenterofkeymanagementprocessesandsystems.KaplanandNortonarticulatethefivekeyprinciplesrequiredforbuildingStrategy-FocusedOrganizations:(1)translatethestrategytooperationalterms,(2)aligntheorganizationtothestrategy,(3)makestrategyeveryone'severydayjob,(4)makestrategyacontinualprocess,and(5)mobilizechangethroughstrong,effectiveleadership.Theauthorsprovideadetailedaccountofhowarangeoforganizationsintheprivate,public,andnonprofitsectorshavedeployedtheseprinciplestoachievebreakthrough,sustainableperformanceimprovements.Presentingapractical,provenframeworksteepedinrichcasestudyexperience,TheStrategy-FocusedOrganizationhelpssolveauniversalmanagementproblem-notjusthowtoformulatestrategy,buthowtomakeitwork.Buildingononeofthemostrevolutionarybusinessideasofourtime,thisimportantbookshowshowtoday'sleaderscanshapetheirowncompaniestomeetthechallengesandreaptherewardsofanewcompetitiveera.RobertS.KaplanistheMarvinBowerProfessorofLeadershipDevelopmentatHarvardBusinessSchool.DavidP.NortonisPresidentofBalancedScorecardCollaborative,Inc.   Robert S. Kaplan is the Marvin Bower Professor of LeadershipDevelopment at Harvard Business School. David P. Norton is thePresident of the Balanced Scorecard Collaborative, Inc. Preface 

    1 Creating the Strategy-Focused Organization 

    2 How Mobil Became a Strategy-Focused Organization 

    Part One: Translating the Strategy to OperationalTerms 

    3 Building Strategy Maps 

    4 Building Strategy Maps in Private Sector Companies 

    5 Strategy Scorecards in Nonprofit, Government, and Health CareOrganizations 

    Part Two: Aligning the Organization to CreateSynergies 

    6 Creating Business Unit Synergy 

    7 Creating Synergy through Shared Services 

    Part Three: Making Strategy Everyone's Everyday Job 

    8 Creating Strategic Awareness 

    9 Defining Personal and Team Objectives 

    10 The Balanced Paycheck 

    Part Four: Making Strategy a Continuous Process 

    11 Planning and Budgeting 

    12 Feedback and Learning 

    Part Five: Mobilizing Change through ExecutiveLeadership 

    13 Leadership and Mobilization 

    14 Avoiding the Pitfalls 

    Frequently Asked Questions 

    Index 

    About the Authors
  • 内容简介:
    Intoday'sbusinessenvironment,strategyhasneverbeenmoreimportant.Yetresearchshowsthatmostcompaniesfailtoexecutestrategysuccessfully.Behindthisabysmaltrackrecordliesanundeniablefact:manycompaniescontinuetousemanagementprocesses-top-down,financiallydriven,andtactical-thatweredesignedtorunyesterday'sorganizations.Now,thecreatorsoftherevolutionaryperformancemanagementtoolcalledtheBalancedScorecardintroduceanewapproachthatmakesstrategyacontinuousprocessownednotjustbytopmanagement,butbyeveryone.InTheStrategy-FocusedOrganization,RobertKaplanandDavidNortonsharetheresultsoftenyearsoflearningandresearchintomorethan200companiesthathaveimplementedtheBalancedScorecard.Drawingfrommorethantwentyin-depthcasestudies-includingMobil,CIGNA,NovaScotiaPower,andAT&TCanada-KaplanandNortonillustratehowBalancedScorecardadoptershavetakentheirgroundbreakingtooltothenextlevel.Theseorganizationshaveusedthescorecardtocreateanentirelynewperformancemanagementframeworkthatputsstrategyatthecenterofkeymanagementprocessesandsystems.KaplanandNortonarticulatethefivekeyprinciplesrequiredforbuildingStrategy-FocusedOrganizations:(1)translatethestrategytooperationalterms,(2)aligntheorganizationtothestrategy,(3)makestrategyeveryone'severydayjob,(4)makestrategyacontinualprocess,and(5)mobilizechangethroughstrong,effectiveleadership.Theauthorsprovideadetailedaccountofhowarangeoforganizationsintheprivate,public,andnonprofitsectorshavedeployedtheseprinciplestoachievebreakthrough,sustainableperformanceimprovements.Presentingapractical,provenframeworksteepedinrichcasestudyexperience,TheStrategy-FocusedOrganizationhelpssolveauniversalmanagementproblem-notjusthowtoformulatestrategy,buthowtomakeitwork.Buildingononeofthemostrevolutionarybusinessideasofourtime,thisimportantbookshowshowtoday'sleaderscanshapetheirowncompaniestomeetthechallengesandreaptherewardsofanewcompetitiveera.RobertS.KaplanistheMarvinBowerProfessorofLeadershipDevelopmentatHarvardBusinessSchool.DavidP.NortonisPresidentofBalancedScorecardCollaborative,Inc.
  • 作者简介:
      Robert S. Kaplan is the Marvin Bower Professor of LeadershipDevelopment at Harvard Business School. David P. Norton is thePresident of the Balanced Scorecard Collaborative, Inc.
  • 目录:
    Preface 

    1 Creating the Strategy-Focused Organization 

    2 How Mobil Became a Strategy-Focused Organization 

    Part One: Translating the Strategy to OperationalTerms 

    3 Building Strategy Maps 

    4 Building Strategy Maps in Private Sector Companies 

    5 Strategy Scorecards in Nonprofit, Government, and Health CareOrganizations 

    Part Two: Aligning the Organization to CreateSynergies 

    6 Creating Business Unit Synergy 

    7 Creating Synergy through Shared Services 

    Part Three: Making Strategy Everyone's Everyday Job 

    8 Creating Strategic Awareness 

    9 Defining Personal and Team Objectives 

    10 The Balanced Paycheck 

    Part Four: Making Strategy a Continuous Process 

    11 Planning and Budgeting 

    12 Feedback and Learning 

    Part Five: Mobilizing Change through ExecutiveLeadership 

    13 Leadership and Mobilization 

    14 Avoiding the Pitfalls 

    Frequently Asked Questions 

    Index 

    About the Authors
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