The strategy-focused organisation: how balanced scorecard companies thrive in the new business enviroment

Shows how the Balanced Scorecard (BSC) approach must be aligned with the strategy of the organization to drive performance improvement. Illustrates, using cases from 20 companies that have implemented the BSC like Mobil, Cigna, Nova Scotia Power and AT & T Canada for nearly a decade, and in the process present a step-by-step implementation outline that other organizations could use to attain similar results. Divided into five sections that guide readers through development of a completely individualized plan that is created with 'strategy maps' (graphical representations designed to clearly communicate desired outcomes and how they are to be achieved), then infused throughout the enterprise and made an integral part of its future. In several chapters devoted to the latter, for example, the authors show how their models have linked long-term strategy with day-to-day operational and budgetary management, and detail the 'double loop' process for doing so, monitoring progress, and initiating corrective actions if necessary.