By Robert S. Kaplan
So much enterprises include a number of company and aid devices, every one populated via hugely expert, skilled executives. yet frequently the efforts of person devices are usually not coordinated, leading to conflicts, misplaced possibilities, and lowered functionality Robert S. Kaplan and David P. Norton argue that the accountability for this severe alignment lies with company headquarters.In this booklet, the authors follow their progressive Balanced Scorecard administration process to corporate-level technique, revealing how hugely profitable organisations in achieving robust synergies by way of explicitly defining company headquarters' function in atmosphere, coordinating, and overseeing organisational approach. in keeping with wide box study in companies around the globe, "Alignment" exhibits how businesses can construct an enterprise-level method Map and Balanced Scorecard that truly articulate the "enterprise price proposition": how the company creates price above that completed by means of person company devices working alone.The e-book presents case experiences, actionable frameworks, and pattern scorecards that express the right way to align company and aid devices, forums of administrators, and exterior companions with the company technique and create a governance technique that might make sure that alignment is continued. the following step forward in technique execution from the field's most popular thinkers, "Alignment" exhibits how cutting-edge businesses can unencumber unrealised price from firm synergies.
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Extra info for Alignment: using the balanced scorecard to create corporate synergies
Palepu, "Why Focused Strategies May Be Wrong for Emerging Markets," Harvard Business Review (July-August 1997): 41-51. 4. We explored the role of Strategy Maps and Balanced Scorecards in describing and implementing business unit strategy in the book Strategy Maps: Converting Intangible Assets into Tangible Outcomes (Boston: Harvard Business School Press, 2004). 5. S. Davis and P. Lawrence, "Problems of Matrix Organizations," Harvard Business Review (May~June 1978); H. Kolodny, "Managing in a Matrix," Business Horizons (March-April 1981).
Raynor and 1. Bower, "Lead from the Center: How to Manage Divisions Dynamically," Harvard Business Review (May 2001); 1. Bower, "Building the Velcro Organization: Creating Value Through Integration and Maintaining Organization-Wide Efficiency," Ivey Business Journal (November-December 2003): 1-10. 7. R. H. Waterman, T. 1. Peters, and 1. R. Phillips, "Structure Is Not Organization," Business Horizons (1980). 8. R. S. Kaplan and D. P. Norton, The Strategy-Focused Organization (Boston: Harvard Business School Press, 2000).
I Product or Region ~ <1>1 ~ I ~ 0~ 0~ 0~ '; ~ '; '; ~ ~ ~ <;,. ~ ~ cg % ~ ~~. llli~i~i~ lln~ ~·~~l ,~\~. Offices I I Sales Offices I I ~ Factories f-1 Source: Alfred D. Chandler, Scale and Scope: The Dynamics of lildustrial Capitalism (Cambridge, MA: Harvard University Press, 1990). Labs Offices and Offices eagleflyfree CORPORATE STRATEGY AND STRUCTURE 31 functions: (1) coordinating the flow of funds to and from the various operating departments and (2) providing information to senior executives so that they could monitor the operating units' performance and allocate resources among them.