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 Books |
Balanced Scorecard & Strategy Execution:
Applications in China |
Chinese executives and managers face multiple external and internal challenges creating business success. Management’s internal strategy execution process must cope with several fundamental issues: vertical and horizontal organizational alignment; organizational silos; and issues around people and culture. The people and culture arena includes challenges in five key areas: information sharing; teamwork and problem solving; initiative; motivation; and talent development. Amidst external and internal challenges, executives have a need for an organizational strategy and infrastructure that enables them to be more effective in formulating and implementing their business strategies. The Balanced Scorecard (BSC) is a highly useful management tool in this challenging competitive context. The BSC Methodology, adapted for China, can be used to help create an infrastructure for strategic management.
Foreword by Dr. Robert Kaplan.
PREFACE by Dr. Irv Beiman and Dr. Yong-Ling Sun.
Chapter Summaries.
BOOK REVIEWS by Top Leaders.
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The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment |
In today's business environment, strategy has never been more important. Yet research shows that most companies fail to execute strategy successfully.The creators of the revolutionary performance management tool called the Balanced Scorecard introduce a new approach that makes strategy a continuous process owned not just by top management, but by everyone. In The Strategy-Focused Organization, Robert Kaplan and David Norton share the results of ten years of learning and research into more than 200 companies that have implemented the Balanced Scorecard. Drawing from more than twenty in-depth case studies-including Mobil, CIGNA, Nova Scotia Power, and AT&T Canada-Kaplan and Norton illustrate how Balanced Scorecard adopters have taken their groundbreaking tool to the next level. Kaplan and Norton articulate the five key principles required for building Strategy-Focused Organizations.
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The Balanced Scorecard: Translating Strategy into Action |
BSC was regarded as the most useful management tool during the past 75 years by Harvard Business Review. Kaplan and Norton showed how organizations achieved breakthrough performance with a management system that put the Balanced Scorecard into action.
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Strategy Maps: Converting Intangible Assets into Tangible Outcomes |
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.
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Alignment: Using the Balanced Scorecard to Create Corporate Synergies |
Most organizations consist of multiple business and support units, each populated by highly trained, experienced executives. But often the efforts of individual units are not coordinated, resulting in conflicts, lost opportunities, and diminished performance.Robert S. Kaplan and David P. Norton argue that the responsibility for this critical alignment lies with corporate headquarters. In this book, the authors apply their revolutionary Balanced Scorecard management system to corporate-level strategy, revealing how highly successful enterprises achieve powerful synergies by explicitly defining corporate headquarters’ role in setting, coordinating, and overseeing organizational strategy. Based on extensive field research in organizations worldwide, Alignment shows how companies can build an enterprise-level Strategy Map and Balanced Scorecard that clearly articulate the “enterprise value proposition:” how the enterprise creates value above that achieved by individual business units operating alone. The book provides case studies, actionable frameworks, and sample scorecards that show how to align business and support units, boards of directors, and external partners with the corporate strategy and create a governance process that will ensure that alignment is sustained. The next breakthrough in strategy execution from the field’s premier thinkers, Alignment shows how today’s companies can unlock unrealized value from enterprise synergies.
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