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Most ***anizati*** c***ist of multiple business and *** units, each populated by highly trained, experienced executives. But often the efforts of individual units are not coordinated, resulting in conflicts, lost opportunities, and diminished performance

Robert S. Kaplan and David P. Norton argue that the resp***ibility for this critical alignment lies with corporate headquarters. In this book, the authors apply their revolutionary Balanced Scorecard management system to corporate-level strategy, revealing how highly successful enterprises achieve powerful synergies by explicitly defining corporate headquarters’ role in setting, coordinating, and overseeing ***anizational strategy.

Based on extensive field research in ***anizati*** worldwide, Alignment shows how companies can build an enterprise-level Strategy Map and Balanced Scorecard that clearly articulate the “enterprise value proposition”: how the enterprise creates value above that achieved by individual business units operating alone. The book provides case studies, actionable frameworks, and sample scorecards that show how to align business and *** units, boards of directors, and external partners with the corporate strategy and create a governance process that will ensure that alignment is sustained.

The next breakthrough in strategy execution from the field’s premier thinkers, Alignment shows how today’s companies can unlock unrealized value from enterprise synergies.

Preface

1. Alignment: A Source of Economic Value

2. Corporate Strategy and Structure: Historical Perspective

3. Aligning Financial and Customer Strategies

4. Aligning Internal Process and Learning and Growth Strategies: Integrated Strategic Themes

5. Aligning Support Functi***

6. Cascading: The Process

7. Aligning Boards and Investors

8. Aligning External Partners

9. Managing the Alignment Process

10. Total Strategic Alignment

Index

About the Authors

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作者简介：Robert S. Kaplan

Robert S. Kaplan is the Baker Foundation Professor at Harvard Business School. David Norton serves as President of Balanced Scorecard Collaborative/Palladium.

书籍介绍

Robert S. Kaplan and David P. Norton argue that the resp***ibility for this critical alignment lies with corporate headquarters. In this book, the authors apply their revolutionary Balanced Scorecard management system to corporate-level strategy, revealing how highly successful enterprises achieve powerful synergies by explicitly defining corporate headquarters’ role in setting, coordinating, and overseeing ***anizational strategy.

Based on extensive field research in ***anizati*** worldwide, Alignment shows how companies can build an enterprise-level Strategy Map and Balanced Scorecard that clearly articulate the “enterprise value proposition”: how the enterprise creates value above that achieved by individual business units operating alone. The book provides case studies, actionable frameworks, and sample scorecards that show how to align business and *** units, boards of directors, and external partners with the corporate strategy and create a governance process that will ensure that alignment is sustained.

The next breakthrough in strategy execution from the field’s premier thinkers, Alignment shows how today’s companies can unlock unrealized value from enterprise synergies.

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