The Strategy Book
Leading Blog
SEPTEMBER 12, 2012
Third, there are tools that I have found valuable in my work with some of the most successful organisations in the world."
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The Balanced Scorecard: Do’s and Don’ts
First Friday Book Synopsis
FEBRUARY 6, 2012
Kaplan and David P. Norton developed in much greater depth and detail a concept they introduced previously in an HBR article (January/February, 1992): the balanced scorecard. In a book published in 1996, The Balanced Scorecard: Translating Strategy Into Action, Robert S.
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The Strategy-Focused Organization: A book review by Bob Morris
First Friday Book Synopsis
APRIL 15, 2011
Kaplan and David P. Norton Harvard Business Press (2000) The Perilous “Journey&# to Breakthrough Performance Note: This is another “business classic” I read when it was first published and then recently re-read it. The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment Robert S.
Why Is Strategy Execution So Hard? The Odds Are Against Us
Six Disciplines
APRIL 13, 2011
Kaplan and D. Norton, Harvard Business School Press, The Strategy-Focused Organization, 2001). [2] Kaplan and D. Norton, Harvard Business School Press, The Strategy-Focused Organization, 2001). [3] Only 5% of employees understand their corporate strategy.[4]. 92% of organizations do not measure performance indicators.[5].
A Closed-Loop Strategy Execution System
Six Disciplines
OCTOBER 4, 2011
Kaplan and Dr. David P. Norton (creators of the Balanced Scorecard) offer their insights concerning the "rules" of successful strategy execution: The failure to balance the tensions between strategy and operations (execution) is pervasive. By creating a closed-loop management system, companies can avoid such shortfalls.
The Disconnect Between Strategy And Execution
Six Disciplines
MAY 10, 2011
While all of us agree there's a disconnect between strategy formulation and strategy execution, the developers of the Balanced Scorecard (Robert Kaplan and David Norton) offer up this terrifying observation: On average, 95% of a company's employees are unaware of, or do not understand, its strategy.
A Closed-Loop Strategy Execution System
Six Disciplines
OCTOBER 4, 2011
Kaplan and Dr. David P. Norton (creators of the Balanced Scorecard) offer their insights concerning the "rules" of successful strategy execution: The failure to balance the tensions between strategy and operations (execution) is pervasive. By creating a closed-loop management system, companies can avoid such shortfalls.
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