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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 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 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 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 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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Роберт Льюис Стивенсон Records of a Family of Engineers


"Records of a Family of Engineers" is a story of the Robert Louis Stevenson's family and their accomplishments in the area of lighthouse engineering, focused on the author's grandfather Robert Stevenson (1772-1850), who was a Scottish civil engineer and famed designer and builder of lighthouses. The author traces the history and the name of the Stevenson family from the thirteenth century onwards, and discusses his ancestors through to Robert Stevenson. In the second and the third chapter, Robert Louis Stevenson thoroughly describes his grandfather's involvement with the Northern Lighthouse Board, where Robert Stevenson served as engineer for nearly fifty years, until 1842, during which time he designed and oversaw the construction and later improvement of numerous lighthouses, including the Bell Rock Lighthouse, which is one of his most famous works.

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Robert D. Kaplan A la sombra de Europa

Robert D. Kaplan Bałkańskie upiory

Robert D. Kaplan Rumbo a Tartaria

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.

Robert S. Kaplan - Wikipedia

Kaplan, Robert S., and David P. Norton. , "The Balanced Scorecard: Measures That Drive Performance," Harvard Business Review, Jan.–Feb. 1992; Johnson, H. Thomas, and Robert S. Kaplan. "The rise and fall of management accounting." Engineering Management Review, IEEE 15.3 (1987): 36-44. References. External links. Wikiquote has quotations related to: Robert S. Kaplan: Robert S. Kaplan's page ...

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

Robert S. Kaplan, Senior Fellow and Marvin Bower Professor of Leadership Development, Emeritus at the Harvard Business School, is co-developer of both activity-based costing (ABC) and the Balanced Scorecard (BSC). Kaplan joined the HBS faculty in 1984 after spending 16 years on the faculty of the business school at Carnegie-Mellon University, where he served as Dean from 1977 to 1983. Kaplan's ...

(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 ...

Who is Robert S. Kaplan? | Free Management Resources

Robert S. Kaplan is a renowned author and has taught many people many different things through his books and teachings. Harvard Business School states that, “Robert S. Kaplan, Senior Fellow and Marvin Bower Professor of Leadership Development, Emeritus at the Harvard Business School, is co-developer of both activity-based costing (ABC) and the Balanced Scorecard (BSC). Kaplan joined the HBS ...

Robert S. Kaplan - manager magazin

Robert S. Kaplan ist emeritierter Professor für Leadership Development der Harvard Business School.

The Strategy - Focused Organization: Amazon.de: Kaplan ...

The Strategy - Focused Organization | Kaplan, Robert S. | ISBN: | Kostenloser Versand für alle Bücher mit Versand und Verkauf duch Amazon.

The Balanced Scorecard: Translating Strategy Into Action ...

Robert S. Kaplan, David P. Norton. Harvard Business Press, 1996 - 322 Seiten. 20 Rezensionen. 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 ...

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 ...

The Balanced Scorecard: Measures that Drive Performance ...

Kaplan, Robert S., and David Norton. "The Balanced Scorecard: Measures that Drive Performance." Harvard Business Review 70, no. 1 (January–February 1992): 71–79. (Reprint #92105.) Find it at Harvard; About The Author. Robert S. Kaplan. Accounting and Management → More Publications. More from the Authors. November–December 2020; Harvard Business Review; The Risks You Can't Foresee: What ...

Robert Steven Kaplan - Wikipedia

Robert Steven Kaplan (born 1957) is president and CEO of the Federal Reserve Bank of Dallas.He was appointed to the position on September 8, 2015. Prior to joining the Dallas Fed, Kaplan was a Senior Associate Dean and the Martin Marshall Professor of Management Practice at Harvard Business School.Kaplan is an active venture philanthropist through his work as co-chairman of the Draper Richards ...

The Balanced Scorecard: Translating Strategy Into Action ...

Robert S. Kaplan, David P. Norton. Harvard Business Press, 1996 - Business & Economics - 322 pages. 20 Reviews. 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 ...

A Virtual Town Hall with Robert S. Kaplan - Dallasfed.org

Globalization Institute. The Federal Reserve Bank of Dallas established the Globalization Institute in 2007 for the purpose of better understanding how the process of deepening economic integration between the countries of the world, or globalization, alters the environment in which U.S. monetary policy decisions are made.

Robert D. Kaplan – Wikipedia

Robert D. Kaplan (* 23.Juni 1952 in New York) ist ein amerikanischer Journalist und Publizist.. 1994 stellte er in einem vielbeachteten Artikel für das Magazin The Atlantic Monthly mit dem Titel The Coming Anarchy ein Paradigma für die weltpolitische Entwicklung auf. Kaplan geht davon aus, dass eine globale Anarchie bevorstehe. Dies begründet er vor allem im Hinblick auf die Bürgerkriege ...

Balanced Scorecard Success: The Kaplan-Norton Collection ...

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.

The Official Site of Robert D. Kaplan – Author, Foreign ...

Robert D. Kaplan is the bestselling author of sixteen books on foreign affairs and travel translated into many languages, including In Europe's Shadow, Asia’s Cauldron, The Revenge of Geography, Monsoon, The Coming Anarchy, and Balkan Ghosts. He is a senior fellow at the Center for a New American Security and a contributing editor at The Atlantic, where his work has appeared for three decades.

Roberta A. Kaplan - Wikipedia

Roberta A. "Robbie" Kaplan (born 1966) is an American lawyer focusing on commercial litigation and public interest matters. She co-founded the Time's Up Legal Defense Fund and is an adjunct professor of law at Columbia University Law School. She was a partner at Paul, Weiss, Rifkind, Wharton & Garrison before starting her own firm in 2017. Kaplan successfully argued before the Supreme Court of ...

Robert S. Kaplan - Dallasfed.org

Robert Steven Kaplan has served as the 13th president and CEO of the Federal Reserve Bank of Dallas since September 8, 2015. He represents the Eleventh Federal Reserve District on the Federal Open Market Committee in the formulation of U.S. monetary policy and oversees the 1,200 employees of the Dallas Fed. Kaplan was previously the Martin Marshall Professor of Management Practice and a Senior ...

What to Ask the Person in the Mirror

Author Robert S. Kaplan, who during his 22-year career at Goldman Sachs chaired the firm’s senior leadership training efforts and cochaired its partnership committee, identifies seven areas for ...

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.

Robert S. Kaplan | Baker Foundation Professor | Harvard ...

Robert S. Kaplan is Baker Foundation Professor at the Harvard Business School. He joined the HBS faculty in 1984 after spending 16 years on the faculty of the business school at Carnegie-Mellon University, where he served as Dean from 1977 to 1983. Kaplan received a B.S. and M.S. in Electrical Engineering from M.I.T., and a Ph.D. in Operations Research from Cornell University. He has received ...

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. accounts achieve actions activities alignment approach Balanced Scorecard Bank become budgeting building business unit capital Chapter communicate companies compete competitive continually corporate cost create critical cycle defined deliver ...

Robins Kaplan LLP Litigation Law Firm

Robins Kaplan LLP is an award-winning litigation law firm with over 220 attorneys in eight major cities nationwide: Minneapolis, New York, Los Angeles, Silicon Valley, Bismarck, Boston, Naples, FL and Sioux Falls. We embrace a shared purpose of excellence, community service, and a firm-wide commitment to justice.

HEIDI: Kaplan, Robert S.: Balanced scorecard

Robert S. Kaplan; David P. Norton. Aus dem Amerikan. von Péter Horváth ... Verlagsort: Stuttgart: Verlag: Schäffer-Poeschel: Jahr: 1997: Umfang: XXIV, 309 S. Illustrationen: graph. Darst. Format: 25 cm: Gesamttitel/Reihe: Handelsblatt-Reihe: Fussnoten: Literaturverz. S. 301: ISBN: 3-7910-1203-7 3-8202-1189-6 978-3-8202-1189-4 978-3-7910-1203-2: Abstract: Die verschiedenen Aspekte der ...

Robert S. Kaplan: free download. Ebooks library. On-line ...

Robert S. Kaplan: free download. Ebooks library. On-line books store on Z-Library | Z-Library. Download books for free. Find books

Robert Kaplan: The Return of Marco Polo's World: War ...

In the late 13th century, Marco Polo began a decades-long trek from Venice to China. Now, in the early 21st century, the Chinese regime has proposed a land-a...

Robert S. Kapla | K | Professionals | Squire Patton Boggs

Robert Kapla serves as the firm’s Public Policy Practice Group leader. A former White House official, Robert advises sovereign governments and counsels multinational corporations on government relations around the globe. Governments and businesses alike increasingly struggle to manage their external risks, risks that develop and evolve beyond their borders and board rooms. Robert helps ...

Amazon.com: The Balanced Scorecard: Translating Strategy ...

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 ...

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

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.

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 ...

Robert S Kaplan Net Worth (2021) | wallmine

Robert Kaplan STT stock SEC Form 4 insiders trading. Robert has made over 11 trades of the State Street stock since 2003, according to the Form 4 filled with the SEC. Most recently Robert bought 5,400 units of STT stock worth $214,380 on 16 September 2005.. The largest trade Robert's ever made was selling 44,400 units of State Street stock on 25 October 2004 worth over $1,724,940.

„Robert S. Kaplan, The Balanced Scorecard“ – Bücher ...

Robert S. Kaplan; David P. Norton Harvard Business School Press, 1996, Hardcover/gebunden ISBN: 0875846513 Zustand: leichte Gebrauchsspuren 36,80 € 2,40 € mehr Info >> auf Ihrem . wird gespeichert … vom Händler, Bewertungen 100,0% positiv Dieses Bild ist kein Original-Foto des angebotenen Exemplares. Abweichungen sind möglich. The Balanced Scorecard - Translating Strategy Into Action ...

Robert S. Kaplan - de.LinkFang.org

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. ...

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

Robert S. Kaplan, David P. Norton: Balanced Scorecard Success: The Kaplan-Norton Collection (4 Books) - Sprache: Englisch. (eBook epub) - bei eBook.de

Fed's Kaplan hopes to begin QE weaning this year | Reuters

Dallas Federal Reserve President Robert Kaplan on Monday said he expects broad vaccine distribution to unleash strong economic growth later this year, allowing the U.S. central bank to begin to ...

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

Robert S. Kaplan, Professor of Accounting an der Harvard Business School in Boston, und David Norton, Präsident der Renaissance Solutions Inc., sind die Begründer der Balanced Scorecard, die heute als eines der wichtigsten Instrumente der Unternehmenssteuerung gilt.

Robert S. Kaplan photos on Flickr | Flickr

Related groups — Robert S. Kaplan . Canon Powershot SX40HS Users. View allAll Photos Tagged Robert S. Kaplan. Deeply Green by Robert Cowlishaw (Mertonian) 40 "The central issue is not man's decision to extend formal recognition to God, to furnish God with a certificate that He exists, but the realization of our importance to God's design; not to prove that God is alive, but to prove that man ...

robert s kaplan david p norton - ZVAB

Robert S. Kaplan und David P. Norton haben optimale Vorgehensweisen identifiziert, die sich in Hunderten von Firmen auf der ganzen Welt bewährt haben. Das 6-Phasen-System hilft Managern, in ihrem Unternehmen klare strategische Ziele zu setzen, Ressourcen im Einklang mit diesen Zielen zu verteilen, Prioritäten für operative Maßnahmen zu setzen, operative sowie strategische Auswirkungen ...

Balanced scorecard: Strategien erfolgreich umsetzen ...

Robert S. Kaplan, David P. Norton. Schäffer-Poeschel, 1997 - 309 pages. 1 Review. Balanced Scorecard - das integrierte System, das Finanzkennzahlen mit den wesentlichen Fakten zu Kunden, internen Prozessen und Innovationen verbindet. Die Balanced Scorecard ist das Verbindungsglied zwischen der Unternehmensstrategie und den operativen Aktivitäten und bietet ein hervorragendes System zur ...

Covid Jeopardizing Next Two Quarters, Fed's Robert Kaplan ...

Federal Reserve Bank of Dallas President Robert Kaplan warns that the resurgence of Covid-19 infections poses a significant downside risk to economic growth and expects fiscal stimulus sooner ...

Suchergebnisse - "The Robert S. Kaplan series in ...

The Robert S. Kaplan series in management accounting 4th ed von Atkinson, A. |

Robert S Kaplan (Autor) Hörbücher | Audible.de

Entdecken Sie alle Hörbücher von Robert S Kaplan auf Audible.de. 1 Hörbuch Ihrer Wahl pro Monat. Der erste Monat geht auf uns.

Asia's Cauldron: The South China Sea and the End of a ...

From Robert D. Kaplan, named one of the world’s Top 100 Global Thinkers by Foreign Policy magazine, comes a penetrating look at the volatile region that will dominate the future of geopolitical conflict. Over the last decade, the center of world power has been quietly shifting from Europe to Asia. With oil reserves of several billion barrels, an estimated nine hundred trillion cubic feet of ...

kaplan robert s und david p norton - ZVAB

Die strategiefokussierte Organisation : Führen mit der balanced scorecard. Robert S. Kaplan/David P. Norton. Aus dem Amerikan. von Péter Horváth und Damir Kralj von Kaplan, Robert S. und David P. Norton: und eine große Auswahl ähnlicher Bücher, Kunst und Sammlerstücke erhältlich auf ZVAB.com.

Robert Kaplan's Phone Number, Email, Address (Page 3) - Spokeo

1,191 records for Robert Kaplan. Find Robert Kaplan's phone number, address, and email on Spokeo, the leading online directory for contact information. (Page 3)

Fed’s Kaplan Says Expect Rising Bond Yields as Economy ...

Federal Reserve officials shouldn’t intervene to slow rising bond yields because that is expected to happen as the U.S. economy recovers, said Federal Reserve Bank of Dallas President Robert Kaplan.

Der effektive Strategieprozess : Robert S. Kaplan ...

Der effektive Strategieprozess by Robert S. Kaplan, 9783593387956, available at Book Depository with free delivery worldwide.

Robert S. Kaplan: free download. Ebooks library. On-line ...

Robert S. Kaplan: free download. Ebooks library. On-line books store on Z-Library | B–OK. Download books for free. Find books

Robert S. Kaplan - Übersetzung - Deutsch-Englisch Wörterbuch

Robert S. Kaplan Übersetzung im Glosbe-Wörterbuch Deutsch-Englisch, Online-Wörterbuch, kostenlos. Millionen Wörter und Sätze in allen Sprachen.

Robert D. Kaplan W cieniu Europy

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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KyeongAe Choe Unleashing Economic Growth


The book provides an overview of the economic, political, and social environment in Nepal and the challenges confronting the country in eliciting its economic growth potential. The book provides an insightful framework of an inclusive development strategy in the context of symbiotic relationships between urban and rural areas as well as among the three eco-belts, i.e.,tarai, hills, and mountain areas. Against this backdrop, the strategy calls for prioritized and focused investments on the region's growth potential to induce maximum economic growth impact.

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Peter D. Haynes Toward a New Maritime Strategy


The book examines the evolution of American naval thinking in the post-Cold War era. It recounts the development of the U.S. Navy’s key strategic documents from the fall of the Berlin Wall in 1989 to the release in 2007 of the U.S. Navy’s maritime strategy, A Cooperative Strategy for 21st Century Seapower. An insightful and penetrating intellectual history, it critically analyzes the Navy’s way of thinking and ideas, and recounts how they interacted with those that govern U.S. strategy to shape the course of U.S. naval strategy in the post-Cold War era.The book explains how the Navy arrived at its current strategic outlook and why it took nearly two decades for the Navy to develop a maritime strategy in an era in which the relative saliency of such should have been more apparent to Navy leaders. The author, a Navy captain, doesn’t shy from taking to task the institution and its leaders for their narrow worldview and failure to understand the virtues and contributions of American sea power, particularly in an era of globalization.It describes the reasons behind the Navy’s late development of a maritime strategy during the post-Cold War era. It recounts the origins and evolution of the Navy’s distinctive way of thinking and ideas about sea power since before the Second World War, particularly how they shaped and were shaped by the Navy’s Cold War experiences.It argues that the Navy’s way of thinking and ideas, and how they interacted those that governed U.S. strategy, bounded and channeled U.S. naval strategy away from a maritime approach as they had during the Cold War. It took an implausible series of events for one to emerge, including a losing war in Iraq—that called into question long-standing assumptions about U.S. strategy, threatened the Navy’s relevance, and brought about a systemically oriented U.S. strategic approach—and the appearance of two maritime-minded Navy leaders.It focuses on the process by which the Navy developed its strategic documents, the process where institutional ideas are assembled, negotiated, and reshaped in light of other influences—i.e., the direction of U.S. strategy, budgetary constraints, perceived threats, and the competing interests of other domestic and institutional actors—because even though the subject is American naval thinking (and here it must be emphasized that the concept itself is somewhat metaphorical as only people can think), that is how real strategy is made.

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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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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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Captain Robert F. Scott Captain Scott's Last Expedition (Journals)


Captain Robert F. Scott's famed expedition to the South Pole from 1910-1912 propelled him in the international spotlight. Scott quickly ascended the ranks in the Royal Navy, becoming a master. His harrowing journey to Antarctica is presented in these journals with unprecedented realism and lucidity. The toils, the troubles, and the successes are brought to life through Scott's pen. His journals create a vivid narrative of his Terra Nova trek—the scientific findings, the nautical strategy, the social dynamics are all recounted in colorful prose. Though Scott's journey ended in tragedy, the inspiring expedition made him a national hero.

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Jay Barney What I Didn't Learn in Business School


Meet John Downs. He's a new MBA graduate who's landed a job with a strategy consultancy. His engagement team is on a mission: help HGS Inc., a specialty chemicals firm, define and execute a strategy for exploiting a textile technology the company developed.John and his team deploy state-of-the-art strategy tools to analyze the attractiveness of potential markets for the technology. But they soon realize the tools don't help them grapple with the human side of strategy–including political forces swirling within HGS. Everyone involved in the engagement is biased and insecure, brilliant and hardworking, selfish and lazy, loyal and dedicated.John and his cohorts aren't «real»–What I Didn't Learn in Business School is a business novel. But they're realistic: they're just like us. Their story reveals the limitations of strategy tools and demonstrates tactics for navigating the messy, human dynamics that can make or break a company's strategy efforts.This engaging book uses the power of story to present potent lessons for anyone seeking to excel at strategy management. It's a compelling read–whether you're an MBA grad struggling to apply what you learned or in the fray and eager to see what MBAs get wrong when they land in the real world.

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Сунь-цзы The Art of War


Contains Active Table of Contents (HTML) The world's most influential treatise on strategy
"The Art of War" is an ancient Chinese military treatise dating from the 5th century BC and is attributed to the ancient Chinese military strategist Sun Tzu. The text is composed of 13 chapters, each of which is devoted to one aspect of warfare and it is commonly thought of as a definitive work on military strategy and tactics. It was placed at the head of China's Seven Military Classics upon the collection's creation in 1080 by Emperor Shenzong of Song, and has long been the most influential strategy text in East Asia. It has had an influence on Eastern and Western military thinking, business tactics, legal strategy and beyond.

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