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.
About the Author
Robert Kaplan and David Norton are best known as the originators of the Balanced Scorecard, a strategic management tool that links a company's current actions with its long-term goals. The Balanced Scorecard is one of the most successful and widely used management tools in the world.
Kaplan is Baker Foundation Professor at Harvard Business School. Norton is the founder and director of The Palladium Group, the US based organizational strategy consultants.
Kaplan and Norton first brought the balanced scorecard to the attention of the managerial masses in their Harvard Business Review article, "The Balanced Scorecard—Measures that Drive Performance," (1992). Since then, they have written numerous books together focusing on aspects of the balanced scorecard concept. These include The Balanced Scorecard: Translating Strategy Into Action (1996); The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment (2000); and Alignment: Using the Balanced Scorecard to Create Corporate Synergies (2006).
Their most recent book is Execution Premium: Linking Strategy to Operations for Competitive Advantage (2008).
As well as the Balanced Scorecard, Kaplan co-developed the concept of activity based costing, and is currently applying this approach to health care with his Harvard colleague, Michael Porter (see their article, “How to Solve the Cost Crisis Health Care,” in September 2011 Harvard Business Review).