Strategy maps : converting intangible assets into tangible outcomes / Robert S. Kaplan, David P. Norton.

Includes bibliographical references and index.

Pt. I. Overview -- 1. Introduction -- 2. Strategy Maps -- Pt. II. Value-Creating Processes -- 3. Operations Management Processes -- 4. Customer Management Processes -- 5. Innovation Processes -- 6. Regulatory and Social Processes -- Pt. III. Intangible Assets -- 7. Aligning Intangible Assets to Enterprise Strategy -- 8. Human Capital Readiness -- 9. Information Capital Readiness -- 10. Organization Capital Readiness -- Pt. IV. Building Strategies and Strategy Maps -- 11. Customizing Your Strategy Map to Your Strategy -- 12. Planning the Campaign -- Pt. V. The Case Files -- 13. Private-Sector Organizations -- 14. Public-Sector Organizations -- 15. Nonprofit Organizations.

"Robert S. Kaplan and David P. Norton introduced a revolutionary performance measurement system called the Balanced Scorecard to enable companies to quantify critical intangibles such as people, information, and culture." "Based on their work with more than 300 organizations spanning over a dozen years, Kaplan and Norton have created a new tool that has turned out to be as important an innovation as the Balanced Scorecard itself: strategy maps. Just as you can't manage what you can't measure, say Kaplan and Norton, you can't measure what you can't describe." "Providing the missing link between strategy formulation and implementation, Strategy Maps is a blueprint for describing, measuring, and aligning intangible assets for superior performance."--BOOK JACKET.