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The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in th |  |
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The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in th | |
Robert S. Kaplan is the Marvin Bower Professor of Leadership Development at Harvard Business School. David P. Norton is the President 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 Operational Terms 3 Building Strategy Maps 4 Building Strategy Maps in Private Sector Companies 5 Strategy Scorecards in Nonprofit, Government, and Health Care Organizations Part Two: Aligning the Organization to Create Synergies 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 Executive Leadership 13 Leadership and Mobilization 14 Avoiding the Pitfalls Frequently Asked Questions Index About the Authors
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