000			01557nam a2200157Ia 4500
008			220514s9999||||xx |||||||||||||| ||und||
020			_a1-57851-250-6
050			_aHD 30.28 .K3 2000
100			_aKaplan, R.S.|Norton, D.P.
245		4	_aThe strategy-focused organisation: how balanced scorecard companies thrive in the new business enviroment
260			_aBoston _bHavard Business School Press _c2000
300			_ax, 400p.
500			_aShows 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.
650			_aOrganizations|Organizations, Nonprofit|Budgets
942			_2lcc _cBK
999			_c4360 _d4360