Title: Alignment
First published: 2006
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.
Subjects: collectionID:Lean, Strategic alliances (Business), Industrial management, Organizational effectiveness, Industrial organization, Strategic planning, Organisation, controle, Forme, Strategische planning, Strategische Planung, Synergieplanung, Efficacite organisationnelle, Planification strategique, Alliances strategiques (Affaires), Samenwerkingsvormen (bedrijfseconomie), Industrie, Strategisches Management, Unternehmen, Unternehmensplanung, Unternehmenskooperation, Effectiviteit, Sujet, Tableaux de bord (gestion), Interne organisatie, Balanced scorecard (Management), Effizienz, Balanced Scorecard, Gestion d'entreprise, Organisation