000			03074nam a2200349Ia 4500
001			1158
008			230305s2004 xx 000 0 und d
020			_a9781591391340
041			_aeng
245		0	_aStrategy maps
260			_a _bHarvard Business School Press, _c2004
300			_axviii + 454 p. ; 24 cm
500			_aconverting intangible assets into tangible outcomes
505			_aStrategy maps _rOperations management processes-- _rCustomer management processess --Innovation processes-- _rRegulatory and social processes-- _rAligning intangible assets to enterprise strategy-- _rHuman capital readiness-- _rInformation capital readiness-- _rOrganization capital readiness-- _rCustomizing your strategy map to your strategy-- _rPlanning the campaign-- _rPrivate-sector organizations-- _rPublic-sector organizations-- _rNonprofit organizations.--
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.
590			_bIncludes bibliographical references and index. ;
630			_aHD INDUSTRIES. LAND USE. LABOR _937
650		0	_aStrategic planning _93573
650			_aIntangible property _x Management _96430
650		0	_aHuman capital _94597
650		0	_aManagement _9319
650			_a _912
700			_aNorton, David P. _eAuthor
700			_aKaplan, Robert S. _eAuthor
856			_uhttp://books.google.es/books?id=vCnhFu52rosC&printsec=frontcover&dq=strategy+maps&hl=ca&sa=X&ei=9QgdUaD9KsbRhAemjoDgBQ&ved=0CDcQ6AEwAA#v=onepage&q=strategy%20maps&f=false
902			_a431
905			_am
912			_a2004-01-01
942			_a1
953			_d2013-02-14 17:06:58
999			_c1166 _d1166