The strategy-focused organization : How balanced scorecard companies thrive in the new business environment /

The creators of the revolutionary performance management tool called the Balanced Scorecard introduce a new approach that makes strategy a continuous process owned not just by top management, but by everyone. In The Strategy-Focused Organization, Robert Kaplan and David Norton share the results of t...

Mô tả chi tiết

Lưu vào:
Hiển thị chi tiết
Tác giả chính: Kaplan, Robert S.
Đồng tác giả: Norton, David P.
Định dạng: Sách
Ngôn ngữ:English
Nhà xuất bản: Boston; Massachusetts : Harvard Business School Press, 2001.
Chủ đề:
Từ khóa: Thêm từ khóa
Không có từ khóa, Hãy là người đầu tiên đánh dấu biểu ghi này!
LEADER 02503aam a22002538a 4500
005 20200821105853.0
008 200821s2001 mau ||||||engsd
999 |c 5598  |d 5598 
020 |a 9781578512508 
040 |a Phenikaa Uni  |b vie  |c Phenikaa Uni  |e aacr2 
041 0 |a eng 
044 |a mau 
082 0 4 |2 23  |a 658.4012  |b STR110E 2001 
100 1 |a Kaplan, Robert S. 
245 1 4 |a The strategy-focused organization :  |b How balanced scorecard companies thrive in the new business environment /  |c Robert S. Kaplan, David P. Norton 
260 |a Boston; Massachusetts :  |b Harvard Business School Press,  |c 2001. 
300 |a x, 400 p.:  |b fig., tab.;  |c 25 cm. 
520 3 |a The creators of the revolutionary performance management tool called the Balanced Scorecard introduce a new approach that makes strategy a continuous process owned not just by top management, but by everyone. In The Strategy-Focused Organization, Robert Kaplan and David Norton share the results of ten years of learning and research into more than 200 companies that have implemented the Balanced Scorecard. Drawing from more than twenty in-depth case studies--including Mobil, CIGNA, and AT&T Canada--Kaplan and Norton illustrate how Balanced Scorecard adopters have taken their groundbreaking tool to the next level. These organizations have used the scorecard to create an entirely new performance management framework that puts strategy at the center of key management processes and systems. Kaplan and Norton articulate the five key principles required for building strategy-focused organizations: 1) translate the strategy into operational terms, 2) align the organization to the strategy, 3) make strategy everyone's everyday job, 4) make strategy a continual process, and 5) mobilize change through strong, effective leadership. The authors provide a detailed account of how a range of organizations in the private, public, and nonprofit sectors have deployed these principles to achieve breakthrough, sustainable performance improvements. 
650 7 |2 Bộ TK TVQG  |a Kinh doanh 
650 7 |2 Bộ TK TVQG  |a Kế hoạch chiến lược 
700 1 |a Norton, David P. 
942 |2 ddc  |c SACH 
952 |0 0  |1 0  |2 ddc  |4 0  |6 658_401200000000000_STR110E_2001  |7 0  |9 18772  |a PGLIB  |b PGLIB  |c PGLIB_01  |d 2020-08-21  |l 0  |o 658.4012 STR110E 2001  |p 000000157  |r 2020-08-21  |w 2020-08-21  |y SACH 
952 |0 0  |1 0  |2 ddc  |4 0  |6 658_401200000000000_STR110E_2001  |7 0  |9 18773  |a PGLIB  |b PGLIB  |c PGLIB_01  |d 2020-08-21  |l 0  |o 658.4012 STR110E 2001  |p 000000158  |r 2020-08-21  |w 2020-08-21  |y SACH