Strategy Maps: Converting Intangible Assets into Tangible Outcomes

★★★★★

4.07 (595ratings)

Author:Robert S. Kaplan, David P. Norton

Published:February 1st 2004 by Harvard Business Review Press (first published December 16th 2003)

Book genres

Business, Nonfiction, Management, Leadership, Self Help, Reference, Finance

Topics

Intangible Assets, Tangible outcome, Strategy Map, Customer Relationship, Innovation, Investment

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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.