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Strategy Maps: Converting Intangible Assets Into Tangible Outcomes

David P. Norton, Robert S. Kaplan

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Strategy Maps: Converting Intangible Assets Into Tangible Outcomes

by David P. Norton, Robert S. Kaplan
Save up to 20%
Strategy Maps: Converting Intangible Assets Into Tangible Outcomes
Strategy Maps: Converting Intangible Assets Into Tangible Outcomes

Visual roadmap for strategic performance excellence.

If you're feeling lost in the management maze, "Strategy Maps" might just be your North Star. Kaplan and Norton have taken the complex and made it visual, crafting a guide that helps leaders clearly see the interconnected paths from intangible assets to solid success. It's a strategic investment for your organizational compass.

Note: While we do our best to ensure the accuracy of cover images, ISBNs may at times be reused for different editions of the same title which may hence appear as a different cover.
Sale

Strategy Maps: Converting Intangible Assets Into Tangible Outcomes

by David P. Norton, Robert S. Kaplan
Save up to 20%
Condition guide

Book Condition Guide

Books in Like New Condition

This book may contain very minor cosmetic defects, but it is in pristine condition. There should be no yellowing, no foxing, no water damage, and no annotations of any kind on the cover and the pages. For paperbacks, there should not be any crease marks on the spine. This book is good as new — lucky you!

*Books may be missing bundle media (e.g. CD, e-book code), if included.

Books in Very Good Condition

This book has been used, but it is still in a clean condition. There should be no foxing or annotations of any kind on the inner pages, but a sparse amount may be present on the cover, title pages, or outside edges of the book. There should be no water damage of any kind. For paperbacks, there may be light crease marks on the spine.

*Books may be missing bundle media (e.g. CD, e-book code), if included.

Books in Good Condition

We do our best to ensure the quality of our books, but there is no escaping the wear and tear that comes with time. Slight foxing and some annotations may be present on the pages and the cover. There should be no water damage of any kind. For paperbacks, there may be several crease marks on the spine.

*Books may be missing bundle media (e.g. CD, e-book code), if included.

Books in Well Read Condition

This is a well-read book, which means that the previous owner probably really enjoyed it! The cover and pages may include moderate foxing and annotations, but the text is not obscured and still readable. Moderate cosmetic defects and minor water damage may be present on the edges of the book. For paperbacks, there may be multiple crease marks on the spine.

*Books may be missing bundle media (e.g. CD, e-book code), if included.

 

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ISBN: 9781591391340
Authors: David P. Norton, Robert S. Kaplan
Publisher: Harvard Business Review Press
Date of Publication: 2004-02-02
Format: Hardcover
Related Collections: Personal Development, Business, Economics
Related Topics: Management, Finance, Self Help, Personal Development, Leadership, Business, Personal Development, Leadership
Goodreads rating: 4.04
(rated by 626 readers)

Description

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.
 

Visual roadmap for strategic performance excellence.

If you're feeling lost in the management maze, "Strategy Maps" might just be your North Star. Kaplan and Norton have taken the complex and made it visual, crafting a guide that helps leaders clearly see the interconnected paths from intangible assets to solid success. It's a strategic investment for your organizational compass.

Note: While we do our best to ensure the accuracy of cover images, ISBNs may at times be reused for different editions of the same title which may hence appear as a different cover.

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