Short description
This book is for executives who can't figure out why their strategy isn't working. It offers a blueprint for describing, measuring and aligning intangible assets for superior performance.
Long description
The creators of the revolutionary Balanced Scorecard tool and authors of the international bestsellers The Balanced Scorecard (1996) and The Strategy-Focused Organization (2000) now take readers to the next level of precision in strategy implementation. Strategy Maps introduces a new tool that has evolved from Robert Kaplan and David Norton's ongoing research with hundreds of Balanced Scorecard adopters across the globe, and its premise is simple: if you can visually map your strategy, the people within your organization will better understand it and therefore be better able to execute it effectively. Since most companies fail miserably at strategy implementation, this tool will help them pinpoint why - and more specifically, where - their strategies are not working, and what they must do to fix them. Focusing on four key internal processes - operations, customer relationships, innovation, and regulatory and social processes - Kaplan and Norton show executives how to use strategy maps to visually link those processes to desired outcomes, identify which processes create the most value for the organization, and allocate resources and investments in human, informational, and organizational capital to the areas that will deliver the greatest bottom-line impact.