Strategy Maps : Converting Intangible Assets into Tangible Outcomes, Hardback Book

Strategy Maps : Converting Intangible Assets into Tangible Outcomes Hardback

3 out of 5 (1 rating)


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.


  • Format: Hardback
  • Pages: 480 pages
  • Publisher: Harvard Business Review Press
  • Publication Date:
  • Category: Business strategy
  • ISBN: 9781591391340



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I read the book, and I must say that in many ways I liked it a lot. This is a very good book if you want to follow a detailed process for strategy. The maps are very good tools for guiding you through the process, and can be very helpful indeed. However, from past experience as a practicing manager, I do know that when, confronted with the maps, many managers would throw up their hands, look at the ceiling and exclaim, "Gosh! One more corporate initiative!"While the process is good, and the examples are good, the book does not touch upon the pain some of these companies would have experienced when implementing the maps.Neither does the book address the issue of strategy itself. This is something that, I believe, is almost impossible to write about.

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