Creating the office of strategy management
By: Robert S. Kaplan, David P. Norton
Contributors: Norton, David P., 1941-; Harvard Business School. Division of Research
Series: Working paper / Division of Research, Harvard Business School -- 05-071; Working paper (Harvard Business School. Division of Research) -- 05-071
Publisher: Division of Research, Harvard Business School
Published: 2005
Place of publication: Boston
Language: eng
Number of pages: 21
Description: For the past 15 years, we have studied companies that achieved performance breakthroughs by placing the Balanced Scorecard as the centerpiece of a new strategy management system. The successful companies align their key management processes for effective strategy execution. Many of these companies have now sustained their focus on strategy execution by establishing a new corporate-level unit, an Office of Strategy Management (OSM). Not all organizations, however, have understood the need for a corporate-level office to align existing management processes to strategy. Companies, after developing Balanced Scorecards, often make a major error by continuing to plan, allocate resources, budget, report, communicate, and review performance as they had in the past.
Notes: "April 2005"--P. [1].

Includes bibliographical references.