000			02076nam a22002177a 4500
999			_c140 _d140
005			20190831152510.0
008			190831b ||||| |||| 00| 0 eng d
020			_a9781578512508
082			_a658.4012 _bKAP
100			_aKaplan, Robert S. _9880
245			_aThe strategy-focused organization: how balanced scorecard companies thrive in the new business environment
260			_bHarvard Business Review Press _aBoston _c2001
300			_avi, 400 p.
365			_aINR _b2299.00
504			_aTable of Content Creating the Strategy-Focused Organization -- How Mobil Became a Strategy-Focused Organization -- Translating the Strategy to Operational Terms -- Building Strategy Maps -- Building Strategy Maps in Private Sector Companies -- Strategy Scorecards in Nonprofit, Government, and Health Care Organizations -- Aligning the Organization to Create Synergies -- Creating Business Unit Synergy -- Creating Synergies through Shared Services -- Making Strategy Everyone's Everyday Job -- Creating Strategic Awareness -- Defining Personal and Team Objectives -- The Balanced Paycheck -- Making Strategy a Continual Process -- Planning and Budgeting -- Feedback and Learning -- Mobilizing Change Through Executive Leadership -- Leadership and Mobilization -- Avoiding the Pitfalls.
520			_aIn The Strategy-Focused Organization, Robert Kaplan and David Norton share the results of ten years of learning and research into more than 200 companies that have implemented the Balanced Scorecard. Drawing from more than twenty in-depth case studies - including Mobil, CIGNA, Nova Scotia Power, and AT & T Canada - Kaplan and Norton illustrate how Balanced Scorecard adopters have taken their groundbreaking tool to the next level. These organizations have used the scorecard to create an entirely new performance management framework that puts strategy at the center of key management processes and systems."--Jacket.
650			_aStrategic planning _9291
650			_aBalanced scorecard _9881
700			_aNorton, David P. _9882
942			_2ddc _cBK