Alignment: using the balanced scorecard to create corporate synergies Kaplan, Robert S.

By:

Kaplan, Robert S

Contributor(s):

Norton, David P

Material type: Text

TextPublication details: Boston Harvard Business School Press 2006 Description: x, 302 pISBN:

9781591396901

Subject(s):

DDC classification:

658.4012

Summary: Most organizations consist of multiple business and support units, each populated by highly trained, experienced executives. But often the efforts of individual units are not coordinated, resulting in conflicts, lost opportunities, and diminished performance Robert S. Kaplan and David P. Norton argue that the responsibility for this critical alignment lies with corporate headquarters. In this book, the authors apply their revolutionary Balanced Scorecard management system to corporate-level strategy, revealing how highly successful enterprises achieve powerful synergies by explicitly defining corporate headquarters role in setting, coordinating, and overseeing organizational strategy.

Tags from this library: No tags from this library for this title. Log in to add tags.

Average rating: 0.0 (0 votes)

Holdings
Item type	Current library	Call number	Copy number	Status	Date due	Barcode	Item holds
Book	Ahmedabad	658.4012 K2A5-1 (Browse shelf(Opens below))	1	Available		162619
Book	Ahmedabad	658.4012 K2A5-2 (Browse shelf(Opens below))	2	Available		173712

Total holds: 0

Browsing Ahmedabad shelves Close shelf browser (Hides shelf browser)

Previous								Next
Previous	658.4012 J2W4 What would Google do?	658.4012 J3S8 Strategic management	658.4012 J6S8 Strategy mapping for learning organizations: building agility into your balanced scorecard	658.4012 K2A5-1 Alignment: using the balanced scorecard to create corporate synergies	658.4012 K2A5-2 Alignment: using the balanced scorecard to create corporate synergies	658.4012 K2B8 Business policy and strategic management	658.4012 K2C6 Competing with the best: strategic management of Indian companies in a globalizing arena	Next

Most organizations consist of multiple business and support units, each populated by highly trained, experienced executives. But often the efforts of individual units are not coordinated, resulting in conflicts, lost opportunities, and diminished performance Robert S. Kaplan and David P. Norton argue that the responsibility for this critical alignment lies with corporate headquarters. In this book, the authors apply their revolutionary Balanced Scorecard management system to corporate-level strategy, revealing how highly successful enterprises achieve powerful synergies by explicitly defining corporate headquarters role in setting, coordinating, and overseeing organizational strategy.

There are no comments on this title.

to post a comment.