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Alignment : using the balanced scorecard to create corporate synergies / Robert S. Kaplan, David P. Norton.

By: Contributor(s): Material type: TextTextPublication details: Boston, Mass. : Harvard Business School ; London : McGraw-Hill [distributor], 2006.Description: x, 300 p. ; 25 cmISBN:
  • 9781591396901 (hbk.) :
  • 9781591396901
Subject(s): DDC classification:
  • 658.4012 KAP
LOC classification:
  • HD30.28 .K3543 2006
Contents:
Alignment : a source of economic value -- Corporate strategy and structure : historical perspective -- Aligning financial and customer strategies -- Aligning internal process and learning and growth strategies : integrated strategic themes -- Aligning support functions -- Cascading : the process -- Aligning boards and investors -- Aligning external partners -- Managing the alignment process -- Total strategic alignment.
Summary: Most organisations consist of multiple business and support units, each populated by highly trained executives. Often the efforts of individual units are not coordinated, leading to lost opportunities and poor performance. This text argues that the responsibility for this critical alignment lies with corporate headquarters.
Holdings
Item type Current library Call number Copy number Status Date due Barcode
Long Loan TUS: Midlands, Main Library Athlone General Lending 658.4012 KAP (Browse shelf(Opens below)) 1 Available 204506
Long Loan TUS: Midlands, Main Library Athlone General Lending 658.4012 KAP (Browse shelf(Opens below)) 1 Available 204507
Long Loan TUS: Midlands, Main Library Athlone General Lending 658.4012 KAP (Browse shelf(Opens below)) 1 Available 204508

Includes bibliographical references and index.

Alignment : a source of economic value -- Corporate strategy and structure : historical perspective -- Aligning financial and customer strategies -- Aligning internal process and learning and growth strategies : integrated strategic themes -- Aligning support functions -- Cascading : the process -- Aligning boards and investors -- Aligning external partners -- Managing the alignment process -- Total strategic alignment.

Most organisations consist of multiple business and support units, each populated by highly trained executives. Often the efforts of individual units are not coordinated, leading to lost opportunities and poor performance. This text argues that the responsibility for this critical alignment lies with corporate headquarters.

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