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| 內容簡介： |
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 this book, Robert Kaplan and David Norton share the
results of ten years of learning and research of more than 200
companies that have implemented the Balanced Scorecard. 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; 1translate 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. As part of the Editors''s Choice Series,
SAS Publishing offers this book as a professional reference for SAS
users. This title addresses concepts related to SAS programming,
but it is not specific to SAS and does not include SAS
examples.
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| 關於作者： |
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.
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| 目錄：
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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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