The strategy-focused organization : how balanced scorecard companies thrive in the new business environment / Robert S. Kaplan, David P. Norton.
نوع المادة :![نص](/opac-tmpl/lib/famfamfam/BK.png)
- text
- unmediated
- volume
- 1578512506 (hbk)
- 978-1578512508 (hbk)
- HD30.28 K3544 2001
نوع المادة | المكتبة الحالية | رقم الطلب | رقم النسخة | حالة | تاريخ الإستحقاق | الباركود | |
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UAE Federation Library | مكتبة اتحاد الإمارات General Collection | المجموعات العامة | HD30.28 K3544 2001 (إستعراض الرف(يفتح أدناه)) | C.1 | Library Use Only | داخل المكتبة فقط | 30010000400190 |
Browsing UAE Federation Library | مكتبة اتحاد الإمارات shelves, Shelving location: General Collection | المجموعات العامة إغلاق مستعرض الرف(يخفي مستعرض الرف)
HD30.28 .K34 1996 التخطيط الاستراتيجي / | HD30.28 K3543 2006 Alignment : using the balanced scorecard to create corporate synergies / | HD30.28 K35434 2008 The execution premium : linking strategy to operations for competitive advantage / | HD30.28 K3544 2001 The strategy-focused organization : how balanced scorecard companies thrive in the new business environment / | HD30.28 K35443 2004 Strategy maps : converting intangible assets into tangible outcomes / | HD30.28 .K37 2009 التخطيط الاستراتيجي : عرض نظري و تطبيقي / | HD30.28 .K37 2009 التخطيط الاستراتيجي : عرض نظري و تطبيقي / |
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Includes bibliographical references and index.
The creators of the revolutionary performance management tool called the Balanced Scorecard introduce 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. Drawing from more 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 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. Kaplan and Norton articulate the five key principles required for building strategy-focused organizations: 1) translate the strategy into operational terms, 2) align the organization to the strategy, 3) make strategy everyone's everyday job, 4) make strategy a continual process, and 5) mobilize change through strong, effective leadership. The authors provide a detailed account of how a range of organizations in the private, public, and nonprofit sectors have deployed these principles to achieve breakthrough, sustainable performance improvements.