000			01371nam a22001697a 4500
008			241124b |||||||| |||| 00| 0 eng d
020			_a9781591391340 _qhbk
041			_aeng
082			_a658.4012 _bKAP
100			_aKaplan, Robert S.
245			_aStrategy maps _cRobert S. Kaplan and David P.Norton
260			_aUSA _bHarvard Business Review Press _c2004
300			_axviii, 454 p.
520			_a 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.
650			_aStrategy
942			_cENGLISH
999			_c565908 _d565908