Strategy Maps: Converting Intangible Assets into Tangible Outcomes

By Robert S. Kaplan, David P. Norton, Robert S. Kaplan

Book Overview

More 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.

• Format: Hardcover
• Language: English
• ISBN: 1591391342
• ISBN13: 9781591391340
• Release Date: February 2004
• Publisher: Harvard Business Review Press
• Length: 480 Pages
• Weight: 2.00 lbs.
• Dimensions: 1.6" x 6.4" x 9.3"

Customer Reviews

Strategy Mapping

This is a well written and comprehensive book on the concept of strategy mapping. In this book, Kaplan and Norton explains that among the most significant reason for poor strategy implementation is that leaders who formulate strategies for the organisation are not able to communicate their vision in a way that others can share it and leaders can mobilise everyone necessary for the achievement of that vision. While the...

Packed with Knowledge!

If this book were a Hollywood film, it might be titled "Son of Balanced Scorecard" or even "Balanced Scorecard III." This book, however, is no mere spin-off or sequel. In two prior works, "The Balanced Scorecard" (which you may wish to read before reading this book) and "The Strategy-Focused Organization", authors Robert S. Kaplan and David P. Norton introduced the powerful concept of measuring the elusive intangibles that...

Organizational Cartography of the Highest Order

Kaplan and Norton co-authored an article which was published in the Harvard Business Review (January/February 1992). In it they introduce an exciting new concept: the balanced scorecard. They have since published three books: this one, preceded by The Balanced Scorecard: Translating Strategy into Action (1996) and The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment (2000)...

Organizational Cartography of the Highest Order

Kaplan and Norton co-authored an article which was published in the Harvard Business Review (January/February 1993). In it they introduce an exciting new concept: the balanced scorecard. They have since published three books: this one, preceded by The Balanced Scorecard: Translating Strategy into Action (1996) and The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment (2000)...

Essential Reading for Those Who Want to Implement Strategy!

Robert S. Kaplan and David P. Norton are the innovators behind the Balanced Scorecard, which has proven to be a potent way of turning strategy into reality. Before the Balanced Scorecard, most strategies failed in execution . . . because people didn't know what they were supposed to do. With the Balanced Scorecard, a very high percentage of strategies are implemented and do succeed. In The Strategy-Focused Organization,...