learn more you consent to receive an automated text message from or on behalf of amazon about the kindle app at your mobile number above. “kaplan and norton chronicle the long-overdue shift from management ‘by the numbers’ to a performance management process that places well-articulated, knowledge-based strategies at the center of every employee’s activities. “the balanced scorecard is an innovative performance management tool that provides enormous help in tackling the tough job of managing state government for results.” in a follow-up to their influential and popular 1996 book the balanced scorecard, harvard business school professor robert kaplan and consultant david norton take their popular ideas about measuring success and show how to build an organization that puts those ideas to use. like many consequential management devices, the balanced scorecard is fairly straightforward.
the solution is a more balanced scorecard, and in the first book kaplan and norton go into great detail on how to build one. the scorecard describes and tracks a company’s given goals. in effect, the balanced scorecard became the operating system for a new management process.” while the balanced scorecard promises great reward, it also calls for a large commitment. at a time when companies increasingly need to deliver on strategy rather than come up with the next big idea, kaplan and norton help pull together meaningful measures for a knowledge-based economy.
when bob mccool became head of mobil nam&r in 1992, he made it clear that the performance of the past was not acceptable; things had to change. a critical incident occurred early in 1995 that revealed the commitment of the executive leadership team both to the new strategy and to the balanced scorecard. people entered the room trembling, as they knew that financial performance would be below expectations and that, in the past, poor financial results had led to people being fired. and his faith was soon confirmed: by the end of the year, mobil had become the most profitable company in the industry.
the responsiveness of the new system to the evolution of the strategy can be powerful. but creating an entire organization that is aligned to and focused on the strategy requires the active and ongoing leadership of the senior executive team as occurred at mobil. the productivity strategy created a 20-percent reduction in the cost of refining, marketing, and delivering a gallon of gasoline. annual human resource surveys showed that only 20 percent of the workforce understood mobil’s strategy in 1994. by 1998, awareness and understanding exceeded 80 percent.
the creators of the revolutionary performance management tool called the balanced scorecard introduce a new approach that makes strategy a continuous process owned not just by top management, but by everyone. in the strategy-focused organization, kaplan and norton explain how companies like mobil, cigna, and chemical retail bank have effectively used this approach in the strategy-focused organization , hbs professor robert kaplan and david norton, president of the balanced scorecard collaborative, the strategy-focused organization: how balanced scorecard companies thrive in the new business environment. by: robert s. kaplan and d. p. norton., people also search for, people also search for, the strategy-focused organization summary, the strategy-focused organization pdf, strategy focused organization ppt.
make strategy a continual process. in a strategy-focused organization, the strategy is linked to the budgeting process, thus protecting long-term initiatives. in the strategy-focused. organization, they show how the following five principles transform the. balanced scorecard from a tool for performance measurement building a strategy-focused organization 1. mobilize change through executive leadership 2. translate strategy into operating terms 3. align the organization, learning organization, balanced scorecard, kaplan and norton 2001, focusing your organization on strategy with the balanced scorecard 2nd edition, how to do a balanced scorecard, kaplan and norton balanced scorecard, role of bsc for strategy implementation and performance measurement, philips electronics balanced scorecard pdf. what are the five principles of a strategy focused organization? who are the authors of strategy focus organisation?
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