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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.
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.
320 pages, Hardcover
First published January 1, 2006
31 people are currently reading
333 people want to read
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Displaying 1 - 5 of 5 reviews
January 18, 2013
Cant fight the feeling, that Dr Norton and Dr Kaplan did something called "oversample of success". Would be interesting to look at some cases when BSC failed, and to go to reasons why it happened. I kind of don't believe that all attempts to implement BSC succeeded and had positive impact on corporations.
October 21, 2011
READ OCT 2011
The fourth book in the series by Kaplan and Norton building on their classic, "The Balanced Scorecard." In this work, the focus is on creating alignment throughout the organization from the executive team, through operational and supporting units, and ultimately to the frontline employee.
Best quotes: "An outstanding corporate strategy is not a random collection of individual building blocks but a carefully constructed system of interdependent parts...aligned with one another" (pg. 40); "Alignment is not a one-time event...New energy must be continually pumped into a system if it is to remain aligned and coherent" (pg. 245); and "If employees don't understand the strategy or are not motivated to achieve it, the enterprise's strategy is bound to fail" (pg. 261).
The fourth book in the series by Kaplan and Norton building on their classic, "The Balanced Scorecard." In this work, the focus is on creating alignment throughout the organization from the executive team, through operational and supporting units, and ultimately to the frontline employee.
Best quotes: "An outstanding corporate strategy is not a random collection of individual building blocks but a carefully constructed system of interdependent parts...aligned with one another" (pg. 40); "Alignment is not a one-time event...New energy must be continually pumped into a system if it is to remain aligned and coherent" (pg. 245); and "If employees don't understand the strategy or are not motivated to achieve it, the enterprise's strategy is bound to fail" (pg. 261).
October 22, 2007
sepertinya ini kunci dari aplikasi BSC, kesinambungan antara berbagai pihak menjamin pelaksanaan sesuai dengan target yang ada.
sayang tesisku batal karena keterbatasan akses data....
sayang tesisku batal karena keterbatasan akses data....
never-finished-reading
September 3, 2016Thanks for nothing, Lisa.
March 30, 2013
A must-read book on execution for knowledge workers, managers, executives, and entrepreneurs.
Displaying 1 - 5 of 5 reviews