000			02116nam a22002057a 4500
999			_c1943 _d1943
005			20220425165616.0
008			220221b ||||| |||| 00| 0 eng d
020			_a9781591391340
082			_a658.4012 _bKAP
100			_aKaplan, Robert S. _9880
245			_aStrategy maps: converting intangible assets into tangible outcomes
260			_bHarvard Business Review Press _aBoston _c2004
300			_axvii, 454 p.
365			_aINR _b2299.00
520			_aMore 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: operations, customer relationships, innovation, and regulatory and 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 "aha!" 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.
650			_aHuman capital _95325
650			_aIntangible property--Management _95455
650			_aStrategic planning _9291
942			_2ddc _cBK