Strategy Maps: Converting Intangible Assets into Tangible Outcomes

✍ Scribed by Robert S. Kaplan, David P. Norton

• Publisher: Harvard Business School Publishing
• Year: 2004
• Tongue: English
• Leaves: 420
• Category: Library

✦ 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.

✦ Table of Contents

Copyright......Page 2
Dedicaton......Page 3
Preface......Page 6
PART ONE: OVERVIEW......Page 16
1: INTRODUCTION......Page 17
2: STRATEGY MAPS......Page 44
PART TWO: VALUE-CREATING PROCESSES......Page 75
3: OPERATIONS MANAGEMENT PROCESSES......Page 76
4: CUSTOMER MANAGEMENT PROCESSES......Page 114
5: INNOVATION PROCESSES......Page 141
6: REGULATORY AND SOCIAL PROCESSES......Page 168
PART THREE: INTANGIBLE ASSETS......Page 201
7: ALIGNING INTANGIBLE ASSETS TO ENTERPRISE STRATEGY......Page 202
8: HUMAN CAPITAL READINESS......Page 225
9: INFORMATION CAPITAL READINESS......Page 247
10: ORGANIZATION CAPITAL READINESS......Page 268
PART FOUR: BUILDING STRATEGIES AND STRATEGY MAPS......Page 305
11: CUSTOMIZING YOUR STRATEGY MAP TO YOUR STRATEGY......Page 306
12: PLANNING THE CAMPAIGN......Page 350
PART FIVE: THE CASE FILES......Page 376
13: PRIVATE-SECTOR ORGANIZATIONS......Page 377
14: PUBLIC-SECTOR ORGANIZATIONS......Page 391
15: NONPROFIT ORGANIZATIONS......Page 410
About the Authors......Page 419

✦ Subjects

Business, Strategic Maps, Intangible Assets