| Record ID | marc_columbia/Columbia-extract-20221130-012.mrc:49954629:3195 |
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LEADER: 03195pam a22003734a 4500
001 5558062
005 20221121183247.0
008 051024t20062006maua b 001 0 eng
010 $a 2005030504
020 $a1591396905
035 $a(OCoLC)OCM62127920
035 $a(NNC)5558062
035 $a5558062
040 $aDLC$cDLC$dBAKER$dC#P$dOrLoB-B
042 $apcc
050 00 $aHD30.28$b.K3543 2006
082 00 $a658.4/012$222
100 1 $aKaplan, Robert S.$0http://id.loc.gov/authorities/names/n79107816
245 10 $aAlignment :$busing the balanced scorecard to create corporate synergies /$cRobert S. Kaplan, David P. Norton.
260 $aBoston, Mass. :$bHarvard Business School Press,$c[2006], ©2006.
300 $ax, 302 pages :$billustrations ;$c25 cm
336 $atext$btxt$2rdacontent
337 $aunmediated$bn$2rdamedia
504 $aIncludes bibliographical references and index.
505 00 $g1.$tAlignment : a source of economic value -- $g2.$tCorporate strategy and structure : historical perspective -- $g3.$tAligning financial and customer strategies -- $g4.$tAligning internal process and learning and growth strategies : integrated strategic themes -- $g5.$tAligning support functions -- $g6.$tCascading : the process -- $g7.$tAligning boards and investors -- $g8.$tAligning external partners -- $g9.$tManaging the alignment process -- $g10.$tTotal strategic alignment.
520 1 $a"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."--BOOK JACKET.
650 0 $aStrategic planning.$0http://id.loc.gov/authorities/subjects/sh85128511
650 0 $aIndustrial management.$0http://id.loc.gov/authorities/subjects/sh85065889
650 0 $aIndustrial organization.$0http://id.loc.gov/authorities/subjects/sh85065908
650 0 $aStrategic alliances (Business)$0http://id.loc.gov/authorities/subjects/sh91003037
650 0 $aOrganizational effectiveness.$0http://id.loc.gov/authorities/subjects/sh85095526
700 1 $aNorton, David P.,$d1941-$0http://id.loc.gov/authorities/names/n79083920
856 41 $3Table of contents$uhttp://www.loc.gov/catdir/toc/ecip062/2005030504.html
852 00 $boff,bus$hHD30.28$i.K3543 2006