Title
Strategy Maps: Converting Intangible Assets Into Tangible Outcomes
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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 Strategyfocused 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 Toolthe Strategy MapThat 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 Strategyimplementing It In A Way That Ensures Sustained Value Creationdepends 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.
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- Q: What is the main focus of 'Strategy Maps' by Kaplan and Norton? A: The book focuses on how to link intangible assets to tangible outcomes using strategy maps, a tool that helps organizations visualize the connection between their internal processes and value creation.
- Q: Who are the authors of 'Strategy Maps'? A: The authors of 'Strategy Maps' are Robert S. Kaplan and David P. Norton, renowned for their work on the Balanced Scorecard and performance measurement systems.
- Q: What are the key internal processes discussed in 'Strategy Maps'? A: The key internal processes discussed include operations, customer relationships, innovation, and regulatory and social processes.
- Q: How does 'Strategy Maps' help organizations improve performance? A: The book provides a framework for organizations to evaluate, measure, and improve their critical processes, ensuring alignment between strategy and execution for superior performance.
- Q: What is the publication date of 'Strategy Maps'? A: The book was published on February 2, 2004.
- Q: Is 'Strategy Maps' available in different formats? A: Yes, 'Strategy Maps' is available in hardcover format.
- Q: What condition is the book 'Strategy Maps' in? A: The book is listed as a used book in good condition.
- Q: How many pages does 'Strategy Maps' have? A: The book contains 454 pages.
- Q: What edition of 'Strategy Maps' is available? A: The available edition of 'Strategy Maps' is the first edition.
- Q: Can 'Strategy Maps' be useful for executives? A: Yes, 'Strategy Maps' serves as a blueprint for executives seeking to align their organizational processes and technology for improved strategic performance.