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Here is the book - by the recognized architects of the Balanced
Scorecard - that shows how managers can use this revolutionary tool
to mobilize their people to fulfill the company's mission. More
than just a measurement system, the Balanced Scorecard is a
management system that can channel the energies, abilities, and
specific knowledge held by people throughout the organization
toward achieving long-term strategic goals. Kaplan and Norton
demonstrate how senior executives in industries such as banking,
oil, insurance, and retailing are using the Balanced Scorecard both
to guide current performance and to target future performance. They
show how to use measures in four categories - financial
performance, customer knowledge, internal business processes, and
learning and growth - to align individual, organizational, and
cross-departmental initiatives and to identify entirely new
processes for meeting customer and shareholder objectives. The
authors also reveal how to use the Balanced Scorecard as a robust
learning system for testing, gaining feedback on, and updating the
organization's strategy. Finally, they walk through the steps that
managers in any company can use to build their own Balanced
Scorecard. The Balanced Scorecard provides the management system
for companies to invest in the long term - in customers, in
employees, in new product development, and in systems - rather than
managing the bottom line to pump up short-term earnings. It will
change the way you measure and manage your business.
In a world of stiffening competition, business strategy is more
crucial than ever. Yet most organizations struggle in this
area--not with formulating strategy but with executing it, or
putting their strategy into action. Owing to execution failures,
companies realize just a fraction of the financial performance
promised in their strategic plans. It doesn't have to be that way,
maintain Robert Kaplan and David Norton in The Execution Premium.
Building on their breakthrough works on strategy-focused
organizations, the authors describe a multistage system that
enables you to gain measurable benefits from your carefully
formulated business strategy. This book shows you how to: Develop
an effective strategy--with tools such as SWOT analysis, vision
formulation, and strategic change agendas Plan execution of the
strategy--through portfolios of strategic initiatives linked to
strategy maps and Balanced Scorecards Put your strategy into
action--by integrating operational tools such as process
dashboards, rolling forecasts, and activity-based costing Test and
update your strategy--using carefully designed management meetings
to review operational and strategic data Drawing on extensive
research and detailed case studies from a broad array of
industries, The Execution Premium presents a systematic and proven
framework for achieving the financial results promised by your
strategy.
Most organizations consist of multiple business and support units,
each populated by highly trained, experienced executives. But often
the efforts of individual units are not coordinated, resulting in
conflicts, lost opportunities, and diminished performance. Robert
S. Kaplan and David P. Norton argue that the responsibility for
this critical alignment lies with corporate headquarters. In this
book, the authors apply their revolutionary Balanced Scorecard
management system to corporate-level strategy, revealing how highly
successful enterprises achieve powerful synergies by explicitly
defining corporate headquarters' role in setting, coordinating, and
overseeing organizational strategy. Based on extensive field
research in organizations worldwide, Alignment shows how companies
can build an enterprise-level Strategy Map and Balanced Scorecard
that clearly articulate the "enterprise value proposition": how the
enterprise creates value above that achieved by individual business
units operating alone. The book provides case studies, actionable
frameworks, and sample scorecards that show how to align business
and support units, boards of directors, and external partners with
the corporate strategy and create a governance process that will
ensure that alignment is sustained. The next breakthrough in
strategy execution from the field's premier thinkers, Alignment
shows how today's companies can unlock unrealized value from
enterprise synergies.
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 epiphany 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. Robert S.
Kaplan is the Marvin Bower Professor of Leadership Development at
Harvard Business School and chairman of the Balanced Scorecard
Collaborative. David P. Norton is founder and president of the
Balanced Scorecard Collaborative.
The unique feature of laser beams to deliver intense light at a
specific photon energy makes lasers useful and enabling in the
processing of advanced materials. The availability of
high-intensity laser sources over a wide spectral and temporal
range has inspired advances in both the fundamental understanding
of laser-solid interactions and the application of lasers in
materials processing and characterization. This progress has
resulted in a growing acceptance of lasers in material and device
synthesis. For instance, pulsed-laser deposition has emerged as an
important process for growing high-quality metal-oxide thin films,
including high-Tc superconductors, dielectric materials,
magnetoresistive materials and semiconducting oxides. This book,
first published in 2001, brings together materials science and
technology communities to discuss recent progress of laser ablation
both in fundamental studies and applications. Topics include:
fundamentals of laser desorption and ablation; laser-driven
nanoparticle formation; laser direct writing; lasers in
micromachining and surface modification; laser-based deposition of
oxides and pulsed-laser deposition.
This groundbreaking guide provides a deep understanding of how to
achieve enterprise performance management objectives, backed up by
first-hand accounts from Fortune 500 companies who are winning by
building accountability, intelligence, and informed decision-making
into their organizational DNA. "Drive Business Performance"
explains the competitive advantage experienced by organizations
that create and manage a "Culture of Performance."
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