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Robert S. Kaplan Strategy Maps


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.

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Robert S. Kaplan Balanced Scorecard Success: The Kaplan-Norton Collection (4 Books)


This collection highlights the most important ideas and concepts from Robert S. Kaplan and David P. Norton, authors of The Balanced Scorecard, a revolutionary performance measurement system that allows organizations to quantify intangible assets such as people, information, and customer relationships. Also included are Strategy Maps, which enables companies to describe the links between intangible assets and value creation with a clarity and precision never before possible; The Execution Premium, which describes a multistage system to help companies to gain measurable benefits from carefully formulated business strategy; and The Strategy-Focused Organization, which introduces a new approach to make strategy a continuous process owned not just by top management, but by everyone.

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Robert S. Kaplan The Execution Premium


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 agendasPlan execution of the strategy–through portfolios of strategic initiatives linked to strategy maps and Balanced ScorecardsPut your strategy into action–by integrating operational tools such as process dashboards, rolling forecasts, and activity-based costingTest and update your strategy–using carefully designed management meetings to review operational and strategic dataDrawing 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.

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Robert S. Kaplan The Strategy-Focused Organization


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.

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Robert S. Kaplan Alignment


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.

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Robert S. Kaplan The Balanced Scorecard


The Balanced Scorecard translates a company's vision and strategy into a coherent set of performance measures. The four perspectives of the scorecard–financial measures, customer knowledge, internal business processes, and learning and growth–offer a balance between short-term and long-term objectives, between outcomes desired and performance drivers of those outcomes, and between hard objective measures and softer, more subjective measures. In the first part, Kaplan and Norton provide the theoretical foundations for the Balanced Scorecard; in the second part, they describe the steps organizations must take to build their own Scorecards; and, finally, they discuss how the Balanced Scorecard can be used as a driver of change.

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Robert S. Kaplan - Faculty & Research - Harvard Business ...

By Robert S. Kaplan and David P. Norton, Harvard Business School Press, 2008. From HBSP: "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 ...

Funktion und Aufbau einer Strategy Map – Strategy Maps ...

Robert S. Kaplan und David P. Norten haben im Rahmen ihrer Methode der Balanced Scorecard das Instrument der Strategy Map entwickelt. In der Strategy Map werden für die vier Ebenen der Balanced Scorecard strategische Ziele in einer Art Landkarte abgebildet. Die Mitarbeiter erkennen so, wie finanzielle Erfolgsgrößen (zum Beispiel Gewinn oder Umsatz) mit Leistungskennziffern für die ...

Balanced Scorecard: Translating Strategy into Action ...

Kaplan, Robert S., and David P. Norton. The Balanced Scorecard: Translating Strategy into Action. Boston: Harvard Business School Press, 1996. Nominated for Financial Times/ Booz-Allen & Hamilton Global Business Book Award presented by Booz-Allen & Hamilton. Winner of Notable Contribution to Management Accounting Literature Award presented by American Accounting Association “The Balanced ...

Developing the Strategy: Vision, Value Gaps, and Analysis

By Robert S. Kaplan and David P. Norton, with Edward A. Barrows Jr. During the past 30 years, much attention has been focused on how companies can formulate new strategies for sustainable advantage. In this first of two articles on strategy development, adapted from Kaplan and Norton’s forthcoming book,The Execution Premium,the authors explore the key steps that establish a foundation for ...

Strategy Maps von Robert S. Kaplan und David P. Norton ...

Robert S. Kaplan ist Professor für Leadership Development an der Harvard Business School und gilt als einer der führenden Wissenschaftler im Bereich des Controlling. Gemeinsam mit David P. Norton , dem Präsidenten von Balanced Scorecard Collaborative, hat er bereits zwei Vorgängerwerke veröffentlicht: Balanced Scorecard und Die strategiefokussierte Organisation .

The Strategy-Focused Organization - Harvard Business ...

The Strategy-Focused Organization by Robert S. Kaplan and David P. Norton In the ten years since it was introduced, Robert Kaplan's and David Norton's Balanced Scorecard has become not just a measurement tool but a means of putting strategy at the center of a company's key management processes and systems.

Strategy map - Wikipedia

The strategy map idea featured in several books and articles during the late 1990s by Robert S. Kaplan and David P. Norton. Their original book in 1996, "The Balanced Scorecard, Translating strategy into action", contained diagrams which are later called strategy maps, but at this time they did not refer to them as such.

How Strategy Maps Frame an Organization's Objectives ...

Kaplan, Robert S., and David P. Norton. "How Strategy Maps Frame an Organization's Objectives." Financial Executive 20, no. 2 (March–April 2004).

Strategy Maps Converting Intangible Assets Into Tangible ...

And by having access to our ebooks online or by storing it on your computer, you have convenient answers with Strategy Maps Converting Intangible Assets Into Tangible Outcomes Robert S Kaplan . To get started finding Strategy Maps Converting Intangible Assets Into Tangible Outcomes Robert S Kaplan , you are right to find our website which has a comprehensive collection of manuals listed.

Managing Risks: A New Framework - Harvard Business Review

In this article, Robert S. Kaplan and Anette Mikes present a categorization of risk that allows executives to understand the qualitative distinctions between the types of risks that organizations ...

The Strategy-Focused Organization: How Balanced Scorecard ...

In their previous book, The Balanced Scorecard, Robert Kaplan and David Norton unveiled an innovative "performance management system" that any company could use to focus and align their executive teams, business units, human resources, information technology, and financial resources on a unified overall strategy--much as businesses have traditionally employed financial management systems to track and guide their general fiscal direction.

The Strategy-Focused Organization - UAS

In 1996, Robert Kaplan and David Norton introduced the Balanced Scorecard performance measurement method, which included not only tradi- tional financial measures but also such qualitative measures as employee sat- isfaction, corporate mission and customer loyalty.

Robert S. Kaplan - Wikipedia

Robert Samuel Kaplan (born 1940) is an American accounting academic, and Emeritus Professor of Leadership Development at the Harvard Business School. He is known as co-creator of Balanced Scorecard. together with David P. Norton.

Robert Kaplan biography - The Strategy-focused Organization

Robert Kaplan biography - The Strategy-focused Organization Create strategically sharp organizations via 5 key principles: 1. translate strategy to operational terms, 2. align organization to strategy, 3. make strategy everyone's day job, 4. make strategy continual process, 5. mobilize change through leadership. Biography / resume of authors.

Strategy Maps (eBook, ePUB) von Robert S. Kaplan; David P ...

Strategy Maps (eBook, ePUB) von Robert S. Kaplan; David P. Norton - Portofrei bei bücher.de 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.

Balanced Scorecard: So steuerst du die Strategieumsetzung

Die Balanced Scorecard wurde vor circa 20 Jahren von Robert S. Kaplan und David P. Norton an der Harvard-Universität entwickelt. Sie hatten festgestellt, dass viele Unternehmen zu stark nach kurzfristigen finanziellen Zielen wie Ergebnis, Erlös und Kosten gesteuert werden. Die 3 nicht-monetäre Perspektiven eines Unternehmens. Kaplan und Norton empfahlen, auch die Treiber des künftigen ...

Management Accounting- Kaplan.pdf - Google Docs

Information for Decision-Making and Strategy Execution. S I X T H E D I T I O N. Anthony A. Atkinson University of Waterloo . Robert S. Kaplan. Harvard University. Ella Mae Matsumura University of Wisconsin–Madison. S. Mark Young University of Southern California. Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Delhi Mexico Cape City Town S ~ ao Dubai Paulo ...

CMR 073 Linking the Balanced Scorecard to Strategy

Scorecard to Strategy Robert S. Kaplan David P. Norton S everal years ago, we introduced the concept of a “Balanced Scorecard” for motivating and measuring business unit performance.1 The Score-card, with four perspectives—financial, customer, internal business processes, and learning and growth—provided a balanced picture of cur-

16 Mind-Blowing Robert S. Kaplan Quotes - BrandonGaille.com

Robert S. Kaplan is an American academic Professor of Leadership Development and co-creator of the balanced scorecard. Most known for this method of driving performance and accountability, here is a look at some of the most notable Robert S. Kaplan quotes ever recorded. “A mere 7% of employees today fully understand their company’s business strategies and what’s expected of them in order ...

Strategy Maps Buch von Robert S. Kaplan versandkostenfrei ...

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 ...

Balanced Scorecard – Wikipedia

Robert S. Kaplan, David P. Norton: Balanced Scorecard. Strategien erfolgreich umsetzen. Stuttgart 1997, ISBN 3-7910-1203-7. Robert S. Kaplan, David P. Norton: Strategy Maps. Der Weg von immateriellen Werten zum materiellen Erfolg. Verlag Schäffer-Poeschel, Stuttgart 2004, ISBN 3-7910-2239-3. Frank Barthélemy, Heinz-Dieter Knöll, André Salfeld, Christoph Schulz-Sacharow, Dorothee Vögele ...

Q&A with Robert Kaplan And David Norton on Strategy Maps ...

Robert Kaplan: That’s not a strategy; that’s a prayer. [Laughs.] Strategy is really about positioning yourself and differentiating yourself—what is going to make you different from or better ...

Strategy Maps (eBook, ePUB) von David P. Norton; Robert S ...

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 …mehr

Having Trouble with Your Strategy? Then Map It

Mobil’s stated strategic vision was “to be the best integrated refiner-marketer in the United States by efficiently delivering unprecedented value to customers.” The company’s high-level ...

The Balanced Scorecard: Translating Strategy Into Action ...

The Balanced Scorecard: Translating Strategy into Action Robert S. Kaplan, David P. Norton Eingeschränkte Leseprobe - 1996. The Balanced Scorecard Robert S. Kaplan Keine Leseprobe verfügbar - 1996. Häufige Begriffe und Wortgruppen. achieve activity-based cost alignment Analog Devices assets Balanced Scorecard budgeting business processes business unit business unit's strategy capabilities ...

Balanced Scorecard einfach und verständlich erklärt ...

Zu Beginn der 1990er Jahre führten Robert S. Kaplan und David P. Norton eine Studie bei zwölf großen amerikanischen Unternehmen durch. Ziel war es zu ermitteln, wie diese Unternehmen ihre Leistung messen und welche Defizite die jeweils angewendeten Methoden haben. Es ging um das wichtige Thema Performance Measurement (Leistungsmessung). Die Studie fand unter anderem heraus, dass es folgende ...

(PDF) [Robert S. Kaplan, David P. Norton] The execution ...

[Robert S. Kaplan, David P. Norton] The execution Premium(3) Jueguito Lol. PDF. Download Free PDF. Free PDF. Download PDF. PDF. PDF. Download PDF Package. PDF. Premium PDF Package. Download Full PDF Package. This paper. A short summary of this paper. 6 Full PDFs related to this paper. READ PAPER [Robert S. Kaplan, David P. Norton] The execution Premium(3) Download [Robert S. Kaplan, David P ...

Robert S. Kaplan – Wikipedia

Robert S. Kaplan (* 1940) ist ein amerikanischer Wirtschaftswissenschaftler.Er lehrt seit 1984 an der Harvard Business School, vorher war er an der Graduate School of Industrial Administration (GSIA) der Carnegie-Mellon-Universität tätig. Er ist außerdem Ehrendoktor der Universität Stuttgart, der Universität Łódź und der Universität Waterloo.

The Balanced Scorecard: Translating Strategy into Action ...

Robert S. Kaplan, David P. Norton. 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 ...

The Balanced Scorecard: Translating Strategy into Action ...

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 Strategy-focused Organization: How Balanced Scorecard ...

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, Nova Scotia Power, and AT T Canada-Kaplan and Norton illustrate how Balanced Scorecard adopters have taken their ...

Amazon.com: Strategy Maps: Converting Intangible Assets ...

Strategy Maps: Converting Intangible Assets into Tangible Outcomes - Kindle edition by Kaplan, Robert S., Norton, David P.. Download it once and read it on your Kindle device, PC, phones or tablets. Use features like bookmarks, note taking and highlighting while reading Strategy Maps: Converting Intangible Assets into Tangible Outcomes.

Strategy Maps: Converting Intangible Assets into Tangible ...

Strategy Maps: Converting Intangible Assets into Tangible Outcomes [Kaplan, Robert S., Norton, David P.] on Amazon.com. *FREE* shipping on qualifying offers. Strategy Maps: Converting Intangible Assets into Tangible Outcomes

Robert S. Kaplan|David P. Norton BALANCED SCORECARD

Robert S. Kaplan/David P. Norton Balanced Scorecard Strategien erfolgreich umsetzen Aus dem Amerikanischen von Petér Horváth/ Beatrix Kuhn-Würfel/Claudia Vogelhuber Sonderausgabe Management-Klassiker 2018 Schäffer-Poeschel Verlag Stuttgart. Bibliografische Information der Deutschen Nationalbibliothek Die Deutsche Nationalbibliothek verzeichnet diese Publikation in der Deutschen ...

‎Strategy Maps on Apple Books

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 ...

Balanced scorecard : Strategien erfolgreich umsetzen - EconBiz

Strategy maps : der Weg von immateriellen Werten zum materiellen Erfolg. Kaplan, Robert S., (2004) Alignment : mit der Balanced Scorecard Synergien schaffen. Kaplan, Robert S., (2006) Balanced scorecard : Strategien erfolgreich umsetzen

Robert S. Kaplan, David P. Norton: Balanced Scorecard ...

Robert S. Kaplan, David P. Norton: Balanced Scorecard - Strategien erfolgreich umsetzen. Originaltitel: The Balanced Scorecard. 1. Auflage 1997. 8 Tabellen. (Buch ...

Updating the Balanced Scorecard for Triple Bottom Line ...

See all articles by Robert S. Kaplan Robert S. Kaplan. Harvard Business School. David McMillan . Palladium. Date Written: August 28, 2020. Abstract. Many companies are now attempting to achieve triple bottom line performance on financial, environmental and societal metrics. Successful strategies for such performance, however, generally require new relationships among multiple players in ...

Robert KAPLAN | Professor Emeritus | Harvard University ...

Robert S. Kaplan The balanced scorecard, originally designed as a measurement system, has evolved into a comprehensive process to manage the execution of an organization’s strategy.

Strategy Maps: Converting Intangible Assets Into Tangible ...

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 ...

The Balanced Scorecard: Translating Strategy Into Action ...

The Balanced Scorecard: Translating Strategy into Action Robert S. Kaplan, David P. Norton Limited preview - 1996. The Balanced Scorecard Robert S. Kaplan No preview available - 1996. Common terms and phrases. achieve activity-based cost alignment Analog Devices assets Balanced Scorecard budgeting business processes business unit business unit's strategy capabilities communicate companies ...

Linking the Balanced Scorecard to Strategy - Robert S ...

Robert S. Kaplan and David P. Norton. California Management Review 1996 39: 1, 53-79 Share. Share. Social Media; Email; Share Access; Share this article via social media. The e-mail addresses that you supply to use this service will not be used for any other purpose without your consent. Recommend to a friend Email a link to the following content: * Recipient's Email Address: * Your Email ...

Robert Kaplan and David Norton: the balanced scorecard ...

Robert Kaplan is Professor of Accounting at Harvard Business School and David Norton is President of the consulting firm Renaissance Strategy Group. They are jointly recognised as the popularisers of the balanced scorecard and their approach to it was first introduced in a 1992 Harvard Business Review article ("The balanced scorecard: measures that drive performance") which began with a ...

Robert S. Kaplan - Wikiquote

Quotes [] The Balanced Scorecard, 1996 [] Robert S. Kaplan and David P. Norton. The Balanced Scorecard: Translating Strategy into Action. 1996 Today, organizations are competing in complex environments so that an accurate understanding of their goals and the methods for attaining those goals is vital. The Balanced Scorecard translates an organization’s mission and strategy into a ...

Robert Kaplan: Balanced Scorecard - YouTube

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The Strategy-Focused Organization: How Balanced Scorecard ...

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 ...

BUILDING A STRATEGY-FOCUSED ORGANIZATION

The simple idea behind the Balanced Score c a rd Concept (BSC), which we first introduced in a 1992 Harvard Business Review article, is that an organization’s strategy must be translated into terms that can be understood and acted upon (R. Kaplan and D. Norton, “The Balanced Scorecard: Measures That Drive Performance,” Harvard Business Review, January/February 1992). A BSC uses the ...

Business Strategy: Kaplan & Norton's Balanced Scorecard ...

Learn more about the Balanced Scorecard here on the tutor2u website:https://www.tutor2u.net/business/reference?q=balanced+scorecardKaplan and Norton's Balanc...

Harvard-Professor Robert S. Kaplan: How to Make Your ...

Referent: Robert S. Kaplan 10.30 – 11.45 Uhr Session 1 Strategie Management: Von der Performance Messung (BSC) zum Closed Loop Management · Warum Strategien oft bereits bei der Einführung scheitern · Das Kaplan/Norton Strategy Execution System als Schlüs - · Mit Strategy Maps Strategien erfolgreich beschreiben und kommunizieren

Kaplan Kaplan Word Power

Robert Steven Kaplan Personal Potential and Leadership Success: The Kaplan Collection (3 Books)


Curated by Harvard Business Review, this digital collection brings together the ideas of leadership expert Robert Steven Kaplan. Successful leaders know that leadership is less often about having all the answers—and more often about asking the right questions. The challenge lies in being able to step back, reflect, and ask the key questions that are critical to your performance and your organization’s effectiveness. What to Ask the Person in the Mirror presents a process for asking the big questions that will enable you to diagnose problems, change course if necessary, and advance your career. In What You’re Really Meant to Do, Kaplan shares a specific and actionable approach to defining your own success and reaching your potential. Finally, in What You Really Need to Lead, Kaplan argues that leadership is accessible to all of us—today—and it starts with an ownership mind-set.

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Robert Simons Seven Strategy Questions


To stay ahead of the pack, you must translate your organization's competitive strategy into the day-to-day actions carried out in your company. That means channeling resources into the right efforts, achieving the right balance between innovation and control, and getting everyone pulling in the same direction. How to keep all this on track?Identify critical gaps in your strategy execution processes, focus on the most important choices you must make, and understand what's at stake in each one. In this concise guide, Harvard Business School professor Robert Simons presents the seven key questions you and your team must continually ask, beginning now. These questions–including «Who is our primary customer?» «What critical performance variables are we tracking?» and «What strategic uncertainties are keeping us awake at night?»–force you to reexamine the emerging data and unspoken assumptions underlying your strategy and how it's implemented through your business processes and structures. Simons's extensive examples then help you understand your options and position you to make the tough choices needed to excel at execution.Drawing on decades of research into performance management systems and organization design, Seven Strategy Questions is a no-nonsense, must-read resource for all leaders in your organization.

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Harvard Business Review HBR's 10 Must Reads on Strategy (including featured article What Is Strategy? by Michael E. Porter)


Is your company spending too much time on strategy development—with too little to show for it? If you read nothing else on strategy, read these 10 articles ( featuring “What Is Strategy?” by Michael E. Porter ). We've combed through hundreds of Harvard Business Review articles and selected the most important ones to help you catalyze your organization's strategy development and execution. HBR's 10 Must Reads on Strategy will inspire you to:Distinguish your company from rivalsClarify what your company will and won't doCraft a vision for an uncertain futureCreate blue oceans of uncontested market spaceUse the Balanced Scorecard to measure your strategyCapture your strategy in a memorable phraseMake priorities explicitAllocate resources earlyClarify decision rights for faster decision making This collection of best-selling articles includes: featured article «What Is Strategy?» by Michael E. Porter , «The Five Competitive Forces That Shape Strategy,» «Building Your Company's Vision,» «Reinventing Your Business Model,» «Blue Ocean Strategy,» «The Secrets to Successful Strategy Execution,» «Using the Balanced Scorecard as a Strategic Management System,» «Transforming Corner-Office Strategy into Frontline Action,» «Turning Great Strategy into Great Performance,» and «Who Has the D? How Clear Decision Roles Enhance Organizational Performance.»

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Jerry Kaplan Sztuczna inteligencja

Andrew Kaplan Scorpion Winter

Robert Cantrell L. Outpacing the Competition


Praise for Outpacing the Competition Patent-Based Business Strategy «Outpacing the Competition provides a useful IP management framework for rapidly evolving and inherently unpredictable R&D environments where companies are partners, customers, and competitors at the same time.» –Marshall Phelps, Corporate Vice President for IP Policy & Strategy, Microsoft «Robert Cantrell's book Outpacing the Competition: Patent-Based Business Strategy?should be read by?anyone?involved in the practice of litigating or licensing patent rights or policymakers responsible for patent issues. Mr. Cantrell provides a cogent approach for applying decisional methodology and game theory to enhance the utilization and understanding of patent rights.»–Bradley J. Olson, Esq., patent attorney, Washington, DC «Robert Cantrell makes a compelling case for using intellectual property as a core for building solid business strategy. He provides a unique and valuable perspective on competitive advantage, as delivered through patent-based business strategy. This is an excellent addition to anyone's business strategy arsenal.» –Jeff Hovis, Managing Principal, Product Genesis, Innovation Genesis LLC «Robert truly treats patents and related intellectual property as both a weapon and a shield to help the reader use patents to out-maneuver global competitors of all kinds—the low-cost producer, the high-end innovator, etc. CEOs, attorneys, business and engineering professionals and the like will enjoy the military imagery and flavor provided by Robert. Thanks for clarifying how critical it is to have an understanding of patents in running a truly competitive global business today.» –José W. Jimenez, Esq., Chief Intellectual Property Officer,AMS Research Corporation

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Andrew Kaplan Scorpion Deception

Andrew Kaplan Scorpion Betrayal

Fred Kaplan Bomb

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