- Hardcover: 324 pages
- Publisher: Harvard Business School Press; 1st Edition edition (1 Jan. 2004)
- Language: English
- ISBN-10: 1591391342
- ISBN-13: 978-1591391340
- Product Dimensions: 3.2 x 15.9 x 23.5 cm
- Average Customer Review: 4.3 out of 5 stars See all reviews (9 customer reviews)
- Amazon Bestsellers Rank: 116,828 in Books (See Top 100 in Books)
- See Complete Table of Contents
Strategy Maps: Converting Intangible Assets into Tangible Outcomes Hardcover – 1 Jan 2004
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From the Back Cover
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:
- customer relationships
- 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 epiphany 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.
About the Author
Robert S. Kaplan is the Marvin Bower Professor of Leadership Development at Harvard Business School.
David P. Norton serves as a Director with the Balanced Scorecard Collaborative.
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Top Customer Reviews
Many so-called paractical business books leave me cold- they are unreasonable, impractical and often impossible to apply to your own organisation. "Strategy maps" is different. The principles within apply to ALL organisations- charities, big banks, small start-ups, widget manufacturers. Crucially it gives a way of measuring and assessing your intangible assets, which is brilliantly useful. The principle of "what can't be described can't be measured" is a great jolt for the imagination.
A completed strategy map allows everyone within any organisation to figure out exactly how they add value and what their contribution can be. On one page of A4 it is possible to describe everything an organisation does- makes you wish more companies would give them out with annual reports :-) it also allows you describe current strategy and gives you tools to analyse it. I found the book particularly useful for my own startup- it made me think clearly about what exactly i had to do, even giving me hints on strategy formulation.
I really can't recommend this book highly enough- clealry written, easy to understand, provocative and actually genuinely useful. This is especially recommended for start-ups, of those thinking about start-ups.
Strategy Maps now becomes another essential building block in strategy implementation. Importantly, this building block should be the starting point in your search for success. In the preface, the authors describe the three essential elements behind breakthrough results:
You must first describe the strategy, then measure the strategy for what needs to be executed and then manage the strategy by the measurements. Describing the strategy is the task addressed in Strategy Maps, measuring the strategy is addressed in the Balanced Scorecard, and The Strategy-Focused Organization looks at managing the strategy by the measurements.
Here's the philosophy the authors provide behind this conclusion:
"You can't manage (third component) what you can't measure (second component) [and] [y]ou can't measure what you can't describe (first component)."
In Strategy Maps, the authors have shown the way to communicate how each element of a company's activities contributes to the overall success of the strategy. Using the Balanced Scorecard, everyone in the organization knows what to be done. With Strategy Maps, each person will understand the context of what they must do and implementation improves.Read more ›
In The Balanced Scorecard, as Kaplan and Norton explain in their Preface, "the Balanced Scorecard evolved from an improved measurement system to an improved management system." The distinction is critically important to understanding this book. Senior executives in various companies have used the Balanced Scorecard as the central organizing framework for important managerial processes such as individual and team goal setting, compensation, resource allocation, budgeting and planning, and strategic feedback and learning. When writing this book, it was the authors' hope that the observations they share would help more executives to launch and implement Balanced Scorecard programs in their organizations.
Then in The Strategy-Focused Organization, Kaplan and Norton note that, according to an abundance of research data, only 5% of the workforce understand their company's strategy, that only 25% of managers have incentives linked to strategy, that 60% of organizations don't link budgets to strategy, and 85% of executive teams spend less than one hour per month discussing strategy. These and other research findings help to explain why Kaplan and Norton believe so strongly in the power of the Balanced Scorecard.Read more ›
Most Recent Customer Reviews
It's a good book. Used book but good.
I buy it because i'm studying BSC, and this was a great oportunity to have the book from the god's of BSC.
There's not much new in this book. We practiced this process back in the mid nineties, it just wasn't called strategy maps. Read morePublished on 14 Oct. 2013 by David Willcox
Breaks absolutely every single rule in the "good business book" guide. Doorstop sized (which usually indicates lots of padding to justify the price) and untroubled by doubt about... Read morePublished on 24 July 2011 by Jim
I have read numerous books on strategy over the years and Roberts comment below regarding having a viable framework that commits everyone in the organisation into what can be... Read morePublished on 14 May 2010 by Stephan Toth