Synopses & Reviews
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, and AT&T Canada Kaplan and Norton illustrate how Balanced Scorecard adopters have taken their groundbreaking tool to the next level. These organizations have used the scorecard to create an entirely new performance management framework that puts strategy at the center of key management processes and systems. Kaplan and Norton articulate the five key principles required for building strategy-focused organizations: 1) translate the strategy into operational terms, 2) align the organization to the strategy, 3) make strategy everyone's everyday job, 4) make strategy a continual process, and 5) mobilize change through strong, effective leadership. The authors provide a detailed account of how a range of organizations in the private, public, and nonprofit sectors have deployed these principles to achieve breakthrough, sustainable performance improvements.
"The Strategy-Focused Organization is a great example of how practical management concepts grounded in solid research grow in usefulness. History will judge this to be one of the most important books on strategy ever written because it bridges the chasm between concept and implementation. Every manager should read it." Clayton Christensen
The balanced scorecard is a movement that is now used in more than 200 organizations. This work offers a new approach to management that provides a vehicle to translate an organization's strategy into a language that can be understood and acted upon.
Drawing from over 20 case studies--including Mobil, CIGNA, and AT&T Canada--the authors illustrate how pioneering companies have created an entirely new performance management framework--one that puts strategy at the center of critical management processes and systems.
Drawing from more than 20 case studies -- including Mobil, CIGNA, and AT&T Canada -- the authors illustrate how pioneering companies have created an entirely new performance management framework, one that puts strategy at the center of critical management processes and systems.