Alignment : using the balanced scorecard to create corporate synergies

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Title:

Author:

Kaplan, Robert S.

ISBN:

9781591396901

Personal Author:

Kaplan, Robert S.

Publication Information:

Boston, Mass. : Harvard Business School Press, c2006.

Physical Description:

x, 302 p. : ill. ; 25 cm.

General Note:

Includes index.

Contents:

Alignment : a source of economic value -- Corporate strategy and structure : historical perspective -- Enterprise-derived value : financial and customer synergies -- Enterprise-derived value : internal process, and learning & growth, and integrated strategic themes -- Aligning support functions -- Cascading : the process -- Aligning boards and investors -- Aligning external partners -- Managing the alignment process -- Epilogue : total strategic alignment.

Abstract:

"Most organizations contain multiple business and support units, each led by highly trained, experienced executives and staffed by talented employees. But too often, different units fail to coordinate: they work at cross-purposes and have conflicting goals. Results? Performance-sapping disagreements, lost opportunities, wasted resources - and a corporation whose value amounts to less than the sum of its parts." "Robert S. Kaplan and David P. Norton explain how to correct such organizational misalignment - not only within a company but between the firm and its board of directors, investors, customers, and suppliers." "The authors maintain that the responsibility for organizational alignment lies with corporate headquarters. They show how top executives can build a corporate-level strategy map and scorecard that graphically depict their company's "enterprise value proposition" - how the organization creates synergies from its business units - and use the revolutionary Balanced Scorecard management system to set, coordinate, and oversee implementation of high-level strategy."--BOOK JACKET.

Subject Term:

Strategic planning.

Industrial management.

Industrial organization.

Strategic alliances (Business)

Organizational effectiveness.

Added Author:

Norton, David P., 1941-

Electronic Access:

Table of contents http://www.loc.gov/catdir/toc/ecip062/2005030504.html

Copies:

Available:*

Library	Material Type	Item Barcode	Shelf Number	Copy	Status
Searching... 1:IIEMSA	1:GEN-BOOK	33168025401320	658.4012 K17A 2006	1	Searching... Unknown

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Summary

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.