Strategy Maps: Converting Intangible Assets into Tangible Outcomes | 誠品線上

策略地圖: 串聯組織策略從形成到徹底實施的動態管理工具

內容簡介

內容簡介 More than a decade ago, Robert S. Kaplan and David P. Norton introduced the Balanced Scorecard, a revolutionary performance measurement system that allowed organizations to quantify intangible assets such as people, information, and customer relationships. Then, in The Strategy-Focused Organization, Kaplan and Norton showed how organizations achieved breakthrough performance with a management system that put the Balanced Scorecard into action.Now, using their ongoing research with hundreds of Balanced Scorecard adopters across the globe, the authors have created a powerful new tool--the "strategy map"--that enables companies to describe the links between intangible assets and value creation with a clarity and precision never before possible. Kaplan and Norton argue that the most critical aspect of strategy--implementing it in a way that ensures sustained value creation--depends on managing four key internal processes: operations, customer relationships, innovation, and regulatory and social processes. The authors show how companies can use strategy maps to link those processes to desired outcomes; evaluate, measure, and improve the processes most critical to success; and target investments in human, informational, and organizational capital. Providing a visual "aha!" for executives everywhere who can't figure out why their strategy isn't working, Strategy Maps is a blueprint any organization can follow to align processes, people, and information technology for superior performance.

各界推薦

各界推薦 Kaplan與Norton在這本新作中重申，將人力資本、資訊資本、組織資本及企業文化等無形資產，化為有形結果之重要性，認為如此才能有效地描述與評量它，而在一個衡量系統變成一個管理體系之際，其真正力量才會展現。這是他們繼平衡記分卡、核心策略組織之後，提出的另一個重要概念。

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