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Alignment: Using the Balanced Scorecard to Create Corporate Synergies Hardcover – April 24, 2006
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Top Customer Reviews
My suggestion is to skip this book, or if you must check it out of the library or buy it used. The book you want is Kaplan and Norton's first book called "The Balanced Scorecard" which is very good and is just repeated in this book. Next I would purchase the HBR article on Strategy Maps (September 2000). Those two works cover all of what is in this book and they have a stronger implementation flavor.
Alignment is a persistent issue facing every organization and operating unit with the organization. This book does not provide the practical or actionable advice needed to give business leaders the tools and techniques need to make progress in this critical area.
If you want to know why please read on.
Kaplan and Norton are the undisputed masters of issues related to scorecards and their ideas in that area are used by leading organizations everywhere with great success. Unfortunately as they have tried to expand beyond scorecards there work in this area (this book and The Strategy-Focused Organization) have not come near the mark in my opinion.
Alignment is a critical issue in today's dynamic and changing environment. Unfortunately the authors approach alignment in a very simplistic way: create a strategy map, then create a scorecard and you will get alignment. Sorry but just using these two tools do not cut it to handle such a tough issue and this book shows it.
Like "The Strategy Focused Organization" Kaplan and Norton seek to use case studies to help illustrate their points. For that they are to be commended.Read more ›
The authors start with a wonderful story:
Imagine an eight-person shell racing up the river populated by highly trained rowers, but each with different ideas of how to achieve success. But rowing at different speeds and in different directions could cause the shell to travel in circles and perhaps capsize. The winning team invariably rows in beautiful synchronism; each rower strokes powerfully but consistently with all the others, guided by a coxswain [corporate center], who has the responsibility for pacing and steering the course of action.
Unfortunately, many firms are like an uncoordinated shell. They consist of strong business units, each populated by highly trained, experienced and motivated executives. But the efforts of the individual businesses are not coordinated.
Unsurprisingly, the authors suggest that their four scorecard perspectives on financials, customers, processes, as well as growth/learning also could be used to create organizational alignment and also find synergies, e.g.
- FINANCIAL: acquiring and integrating other firms, monitoring and governance processes, skills in negotiating with external entities (capital providers, etc.)
- CUSTOMERS: leverage common customers (cross-sales), corporate brand, common customer value propositions across the world,
- PROCESSES: exploiting core competencies in product or production technologies, sourcing or distribution skills, etc.Read more ›
1. Mobilize change through executive leadership.
2. Translate strategy into operational terms.
3. Align the organization to the strategy.
4. Motivate to make strategy everyone's job.
5. Govern to make strategy a continual process.
When gathering the information needed to write this book, Kaplan and Norton rigorously examined more than 30 organizations which include Bank of Tokyo-Mitsubishi, Citizens Schools, Hilton, IBM, Lockheed Martin, Media General, and the U.S. Army. Note how different these organizations are in terms of their respective products and services, markets, and potentialities for aligning their management processes and systems to the given strategy. I assume that the diversity of the exemplary enterprises during Kaplan and Norton's selection process was deliberate because they are convinced - as am I - that if the core principles of the Balanced Scorecard are applied effectively, any organization (regardless of its size or nature) can create highly beneficial synergies by getting its management and measurement in proper alignment with its strategy. In this book, Kaplan and Norton explain how to do that. Obviously, it is difficult to achieve such alignment and even more difficult to sustain it.Read more ›
Most Recent Customer Reviews
Making your goals visible to others in a way they and you can act on is critical. This book helps you in a practical easy to understand way.Published 5 months ago by Anne Finch
One of the actual Challenges of any Organization is how to ensure the priorities in all the functional levels, how to make your company strategical focused through the... Read morePublished 23 months ago by Pedro Lopez
THAT'S WHAT I WANT, IT'S HARD TO READ BUT A NICE BOOK. IT'S GOOD FOR SOMEBODY WHO WANT TO LEARN DEEP ABOUT BALANCED SCORECARD.Published on December 2, 2013 by Minjie
Kaplan knows best how to describe issues within corporates and how to address them better. Alignment is very insightful for driving your company's departments and employees to... Read morePublished on December 8, 2012 by Muneer Muhamed
It was a great book that help me to develop business strategy and align the resources including performance tracking.Published on November 4, 2009 by Seksan
Emphasizes the communications component of BSC implementation and management. In many cases, it is a rehash of the other Kaplan and Norton works. This isn't a bad thing, however. Read morePublished on February 13, 2009 by Edward J. Barton
I was very pleased with the product and the top of the line service provided.Published on June 1, 2008 by Eleanor Roosevelt "Nana"
This book builds on and supplements earlier works by Kaplan and Norton on 'Balanced Scorecard'.
The issue of alignment of those functions seen as corporate can be a... Read more