The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment

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Now, the creators of the most revolutionary business ideas of our

Now, the creators of the most revolutionary business ideas of our time, this important book shows how today's leaders can shape their own companies to meet the challenges and reap the rewards of a new approach that makes strategy a continuous process owned not just by top management, but by everyone.

In 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 introduce a new approach that makes strategy a continuous process owned not just by top management, but by everyone.

Presenting a practical, proven framework steeped in rich case study experience, The Strategy-Focused Organization, Robert Kaplan and David Norton share the results of ten years of learning and research into more than twenty in-depth case studies-including Mobil, CIGNA, Nova Scotia Power, and AT&T Canada-Kaplan and Norton illustrate how Balanced Scorecard Collaborative, Inc.
Building on one of the most revolutionary business ideas of our time, this important book shows how today's leaders can shape their own companies to meet the challenges and reap the rewards of a new approach that makes strategy a continuous process owned not just by top management, but by everyone. In The Strategy-Focused Organization, Robert Kaplan and David Norton share the results of ten years of learning and research into more than twenty in-depth case studies-including Mobil, CIGNA, Nova Scotia Power, and AT&T Canada-Kaplan and Norton illustrate how Balanced Scorecard Collaborative, Inc.
Building on one of the revolutionary performance management framework that puts strategy at the center of key management processes and systems.

Kaplan and Norton articulate the five key principles required for building Strategy-Focused Organizations: (1) translate the strategy to operational terms, (2) align the organization to the strategy, (3) make strategy a continual process, and (5) mobilize change through strong, effective leadership.

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