Strategy Maps by Robert S. Kaplan
Converting Intangible Assets into Tangible Outcomes

No critic rating

Waiting for minimum critic reviews

See 3 Critic Reviews

unrated

Synopsis

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 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.
 

About Robert S. Kaplan

See more books from this Author
Robert Kaplan has taught mathematics to people from six to sixty, most recently at Harvard University. In 1994, with his wife Ellen, he founded The Math Circle, a program, open to the public, for the enjoyment of pure mathematics. He has also taught Philosophy, Greek, German, Sanskrit, and Inspired Guessing. Robert Kaplan lives in Cambridge, MA. Robert Kaplan has taught mathematics to people from six to sixty, most recently at Harvard University. In 1994, with his wife Ellen, he founded The Math Circle, a program, open to the public, for the enjoyment of pure mathematics. He has also taught Philosophy, Greek, German, Sanskrit, and Inspired Guessing. Robert Kaplan lives in Cambridge, MA.
 
Published December 16, 2003 by Harvard Business Review Press. 454 pages
Genres: Business & Economics, Professional & Technical. Non-fiction

Unrated Critic Reviews for Strategy Maps

Publishers Weekly

See more reviews from this publication

Kaplan and Norton are gung-ho about the power of strategy maps to provide a conceptual framework for understanding any corporation, public institution or nonprofit organization, but general readers are likely to shake their head at jargon-heavy reformulations of the obvious like "the ideal custom...

Jan 12 2004 | Read Full Review of Strategy Maps: Converting Int...

Zimbio

Most organizations need higher tools to use in aligning methods and managerial measures, and the Balanced Scorecard methodology forces folks to assume more clearly in regards to the process and has, in many instances, resulted in a lot better managerial measurement systems.

May 25 2012 | Read Full Review of Strategy Maps: Converting Int...

Harvard Business Review

Lining up a complex and, at best, vaguely hierarchical global corporation behind a strategy that is driven by ever-shifting market conditions is challenging.

Feb 27 2008 | Read Full Review of Strategy Maps: Converting Int...

Reader Rating for Strategy Maps
70%

An aggregated and normalized score based on 40 user ratings from iDreamBooks & iTunes


Rate this book!

Add Review
×