By Robert S. Kaplan
The creators of the progressive functionality administration device known as the Balanced Scorecard introduce a brand new procedure that makes process a continual procedure owned not only by means of best administration, yet through every person. within the Strategy-Focused association, Robert Kaplan and David Norton percentage the result of ten years of studying and learn into greater than two hundred businesses that experience applied the Balanced Scorecard. Drawing from greater than twenty in-depth case studies--including Mobil, CIGNA, and AT&T Canada--Kaplan and Norton illustrate how Balanced Scorecard adopters have taken their groundbreaking device to the subsequent point. those enterprises have used the scorecard to create a completely new functionality administration framework that places technique on the heart of key administration tactics and systems.Kaplan and Norton articulate the 5 key rules required for construction strategy-focused companies: 1) translate the tactic into operational phrases, 2) align the association to the method, three) make approach everyone's daily activity, four) make approach a continuous technique, and five) mobilize swap via powerful, potent management. The authors supply an in depth account of ways various organisations within the deepest, public, and nonprofit sectors have deployed those rules to accomplish leap forward, sustainable functionality advancements.
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Additional info for The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment
They were specific, fo- Figure 2-3 Mobil NAM&R’s Strategy Map: Customer Perspective “Dellght the Consumer” Basic DMerentlators “Win-Wln Dealer Relations” l 1 How MOBIL BECAME A STRATEGY-FOCUSED ORGANIZATION 37 cused measures, derived fromthe strategy, and that clearly communicated the new strategy. Internal Business Process Perspective With a clear picture about the outcomes desired in the financial and customer perspectives, Mobil now turned to the objectives and measures in the internal business process perspective.
3. The strategic priorities for various business processes, which create customer and shareholder satisfaction. 4. Learning and growth. The priorities to create a climate that supports organizational change, innovation, and growth. With the Balanced Scorecard, corporate executives could now measure how their business units created value for current and future customers. While retaining an interest in financial performance, the Balanced Scorecard clearly revealedthe drivers of superior, long-term value and competitive performance.
Mobil wanted a strategy for growth and differentiation. It wanted to find ways to attract customers who purchased more gasoline than average, purchased more premium than regular-blend products, were willing to pay higher pricesfor a better buying experience, and would purchase products other than gasolineat a retail station. Mobil’s strategy, therefore, was twopronged: (1) reduce costs and improve productivityacross its value chain, and (2) generate higher volumeon premium-priced products and services.
The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment by Robert S. Kaplan