9781591391340 - Strategy Maps de Robert S. Kaplan; David P Norton (34 resultados)

HRD. Condición: New. New Book. Shipped from UK. Established seller since 2000.

Hardback. Condición: New. 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.

Condición: NEW.

Condición: New.

Condición: New. In.

Hardback or Cased Book. Condición: New. Strategy Maps: Converting Intangible Assets Into Tangible Outcomes 1.9. Book.

Hardback. Condición: New. 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.

Condición: New. Takes readers to the next level of precision in strategy implementation. This title offers a visual cause-and-effect explanation of what's working and what doesn't in a way that everyone in the company can understand. It helps get the organization involved in strategy. Num Pages: 480 pages, Illustrations. BIC Classification: KJC. Category: (P) Professional & Vocational. Dimension: 243 x 166 x 44. Weight in Grams: 930. . 2004. 1st Edition. Hardcover. . . . .

Hardback. Condición: New. 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.

Hardback. Condición: New. New copy - Usually dispatched within 4 working days. 960.

Condición: New.

Hardback. Condición: New. 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.

Condición: New.

Condición: New. pp. xviii + 454 Illus.

Condición: New. Takes readers to the next level of precision in strategy implementation. This title offers a visual cause-and-effect explanation of what's working and what doesn't in a way that everyone in the company can understand. It helps get the organization involved in strategy. Num Pages: 480 pages, Illustrations. BIC Classification: KJC. Category: (P) Professional & Vocational. Dimension: 243 x 166 x 44. Weight in Grams: 930. . 2004. 1st Edition. Hardcover. . . . . Books ship from the US and Ireland.

Hardcover. Condición: new. Excellent Condition.Excels in customer satisfaction, prompt replies, and quality checks.

Hardcover. Condición: Brand New. 1st edition. 324 pages. 9.25x6.25x1.25 inches. In Stock.

Buch. Condición: Neu. Neuware - 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.

Condición: New. Takes readers to the next level of precision in strategy implementation. This title offers a visual cause-and-effect explanation of what s working and what doesn t in a way that everyone in the company can understand. It helps get the organization involved .

Hardcover. Condición: Brand New. 1st edition. 324 pages. 9.25x6.25x1.25 inches. In Stock.

Condición: New. pp. xviii + 454 1st Edition.

Hardcover. Condición: new. Hardcover. 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. Takes readers to the next level of precision in strategy implementation. This title offers a visual cause-and-effect explanation of what's working and what doesn't in a way that everyone in the company can understand. It helps get the organization involved in strategy. Shipping may be from our UK warehouse or from our Australian or US warehouses, depending on stock availability.

Condición: New. pp. xviii + 454.

Condición: New. All orders ship by next business day! This is a new hardcover book. For USED books, we cannot guarantee supplemental materials such as CDs, DVDs, access codes and other materials. We are a small company and very thankful for your business!

Hardcover. Condición: New. 1st Edition. Special order direct from the distributor.

Condición: New. Brand New.

Hardcover. Condición: new. Hardcover. 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. Takes readers to the next level of precision in strategy implementation. This title offers a visual cause-and-effect explanation of what's working and what doesn't in a way that everyone in the company can understand. It helps get the organization involved in strategy. Shipping may be from our Sydney, NSW warehouse or from our UK or US warehouse, depending on stock availability.

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Condición: New.

Hardcover. Condición: New.