Harvard Business Review Press Strategy Maps
Product ID: 294570700
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.
| Dimensions | 15.88 x 3.18 x 23.5 cm |
| Edition | 1st |
| Isbn 10 | 1591391342 |
| Isbn 13 | 978-1591391340 |
| Item Weight | 867 g |
| Language | English |
| Print Length | 480 pages |
| Publication Date | 1 January 2004 |
| Publisher | Harvard Business Review Press |
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Perhaps the Key Illustration of the Kaplan and Norton Series
This offering is the 3rd and one of the most valuable, perhaps the key to Kaplan and Norton’s five book series on how the “Balanced Scorecard” can be used to develop a “Strategy Focused Organization” through “Strategy Maps” to achieve “Alignment” and the “Execution Premium.”The reason this reviewer considers Strategy Maps so valuable is that it so fully exposes this truly dynamic visual tool for describing and communicating an organization’s strategy. While all the books in the series have charts and figures this one has the most by far, 120 within its 438 pages.The book’s part 1 indicates different ways an organization can create value addressing customer, financial, internal along with learning and growth perspectives. Chapters show customer intimacy, product innovation, operational excellence, and standard platform pathways can be pursued. True to its subtitle, part 2 depicts the manner in which intangible assets including human capital, information technology, and organizational capabilities can be defined, described, measured and linked to value creation. Part 3 and 4 are devoted to giving instances and cases relating the building of strategies and strategy maps just as throughout the previous two sections (both business and non-profit/public examples are provided).This book clearly depicts the idea of strategy as hypothesis (e.g. the importance of choosing a particular set of capabilities in which to excel as proposed by Michael Porter). One can see the way these “strategy trees” lay out the logic of a business like a McKinsey “decision tree” presents determinations to be made or a Minto Pyramid arranges the supporting elements of an argument. For example, a strategy map on page 314 conveys the case of Ingersoll-Rand (with whom this writer has had some involvement) pictorially representing the then new “customer intimacy” strategy (e.g. like those described by Wiersma and Treacy). That map indicates important areas of financial performance (e.g. accelerate organic growth) and the customer experiences to be emphasized (e.g. provide the best solutions) as well as process excellence (e.g. drive growth through innovation) and people expertise (e.g. leverage cross-business synergies) that will be required to support that achievement.If the reader needs an explanation of the origins and fundamentals select Kaplan and Norton’s first book, “The Balanced Scorecard.” As one is seeking an overall approach description, choose their second book, “The Strategy Focused Organization.” When looking for a way to devise an enterprise strategy map and cascade that through the portfolio of business units and functions consider the fourth book, “Alignment.” For those at the point of bringing strategy and operations together in a continuous process for strategy management go with the fifth book, “The Execution Premium.”But if you are concerned with illustrating an organization’s strategy as well as the links and interactions necessary to “bring it to life” pick up “Strategy Maps.”
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更に分かりやすく進化したBSC： 経営戦略に関与する全ての人の必見書
BSCファンならずとも、経営戦略や競争戦略に少しでも関与している方にとって、必見の書だと思います。キャプランとノートンによるこの最新刊は、競争の焦点が製品・サービスから、ある卓越した内部プロセスを要素に持つ「ビジネスシステム（＝事業システム）」にシフトしている、という現実を反映している様に思えます。BSC（あるいは、「戦略マップ」）のキーコンセプトでありながら、前著では少し理解しづらかった「戦略テーマ」の定義が、「内部プロセスの中で、価値提案に真に寄与する厳選された少数のプロセス」として明確化されたのも、「ビジネスシステムとしての競争優位創造」の重要性の認識が背景にあると思います。本書では、顧客価値提案に４つのカテゴリ（「ベスト・トータルコスト」、「プロダクトリーダーシップ」、「コンプリート･カスタマーソリューション」、「システム・ロックイン」）を設けて、カテゴリ毎にどの様な内部プロセスで卓越すればよいか、またその様な内部プロセスを構築・持続するにはどの様な組織の「無形資産」が必要なのか、をわかり易く整然と解説しています。この因果連鎖を明確化・可視化するところが、「戦略マップ」の最も本質的なところだと以前から言われていました。この観点から、前著と比べて本書が優れている点は、内部、即ちビジネスシステムの構成要素としての「内部プロセス」と学習・成長の視点から見た「組織の無形資産」、の関連が非常に明快かつ詳しく述べられている事、及び価値提案のカテゴリ毎の「戦略マップ・テンプレート」が提示されている事、にあるのではないかと思っています。私は、ITがビジネスシステム、ひいては経営戦略にもたらす価値をうまく説明できるロジック（論理）に、非常に興味を持っています。この観点から、本書とともに伊丹教授の名著『経営戦略の論理（第３版）』が、私のような戦略論の初心者にもわかり易く、断然オススメです。そこには、見えざる資産としての「情報資本」に関する卓越した知見が述べられています。
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Buen tiempo de entrega
El artículo viene tal cual en la descripción
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Good for business.
I gave this to a friend to support them to write a strategy for a project. It was much appreciated.
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LOVED IT. MUST FOR TOP MANAGEMENT
I bought this book by looking at index. Awesome book, yet to finish, but must buy for top management of the companies and enterprenuers. Good on strategy and process building at small or large office, enterprise.
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