Alignment
By: Robert S. Kaplan, David P. Norton.
Contributors: Norton, David P., 1941-
Publisher: Harvard Business School Press
Published: 2006
Place of publication: Boston, Mass
Language: eng
Number of pages: 302
Subjects: Strategic planning.; Industrial management.; Industrial organization.; Strategic alliances (Business); Organizational effectiveness.
Description: "Most organizations contain multiple business and support units, each led by highly trained, experienced executives and staffed by talented employees. But too often, different units fail to coordinate: they work at cross-purposes and have conflicting goals. Results? Performance-sapping disagreements, lost opportunities, wasted resources - and a corporation whose value amounts to less than the sum of its parts." "Robert S. Kaplan and David P. Norton explain how to correct such organizational misalignment - not only within a company but between the firm and its board of directors, investors, customers, and suppliers."

"The authors maintain that the responsibility for organizational alignment lies with corporate headquarters. They show how top executives can build a corporate-level strategy map and scorecard that graphically depict their company's "enterprise value proposition"--How the organization creates synergies from its business units - and use the revolutionary Balanced Scorecard management system to set, coordinate, and oversee implementation of high-level strategy."--Jacket.
Notes: Includes index.
Table of contents: title: Alignment : a source of economic value; title: Corporate strategy and structure : historical perspective; title: Enterprise-derived value : financial and customer synergies; title: Enterprise-derived value : internal process, and learning & growth, and integrated strategic themes; title: Aligning support functions; title: Cascading : the process; title: Aligning boards and investors; title: Aligning external partners; title: Managing the alignment process; title: Epilogue : total strategic alignment.