مشخصات کتاب

Having Trouble with Your Strategy? Then Map It (HBR OnPoint Enhanced Edition)

ویرایش:  
نویسندگان: Robert S. Kaplan,  David P. Norton  
سری:  
 
ناشر: Harvard Business Review 
سال نشر: 2000 
تعداد صفحات: 13 
زبان: English 
فرمت فایل : PDF (درصورت درخواست کاربر به PDF، EPUB یا AZW3 تبدیل می شود) 
حجم فایل: 4 Mb 

در صورت تبدیل فایل کتاب Having Trouble with Your Strategy? Then Map It (HBR OnPoint Enhanced Edition) به فرمت های PDF، EPUB، AZW3، MOBI و یا DJVU می توانید به پشتیبان اطلاع دهید تا فایل مورد نظر را تبدیل نمایند.

توجه داشته باشید کتاب آیا با استراتژی خود مشکل دارید؟ سپس نقشه آن را (HBR OnPoint Enhanced Edition) نسخه زبان اصلی می باشد و کتاب ترجمه شده به فارسی نمی باشد. وبسایت اینترنشنال لایبرری ارائه دهنده کتاب های زبان اصلی می باشد و هیچ گونه کتاب ترجمه شده یا نوشته شده به فارسی را ارائه نمی دهد.

توضیحاتی در مورد کتاب آیا با استراتژی خود مشکل دارید؟ سپس نقشه آن را (HBR OnPoint Enhanced Edition)



توضیحاتی درمورد کتاب به خارجی

f you were a military general on the march, you'd want your troops to have plenty of maps — detailed information about the mission they were on, the roads they would travel, the campaigns they would undertake, and the weapons at their disposal. The same holds true in business: a workforce needs clear and detailed information to execute a business strategy successfully. Until now, there haven't been many tools that can communicate both an organization's strategy and the processes and systems needed to implement that strategy. But authors Robert Kaplan and David Norton, cocreators of the balanced scorecard, have adapted that seminal tool to create strategy maps. Strategy maps let an organization describe and illustrate — in clear and general language — its objectives, initiatives, targets markets, performance measures, and the links between all the pieces of its strategy. Employees get a visual representation of how their jobs are tied to the company's overall goals, while managers get a clearer understanding of their strategies and a means to detect and correct any flaws in those plans. Using Mobil North American Marketing and Refining Company as an example, Kaplan and Norton walk through the creation of a strategy map and its four distinct regions — financial, customer, internal process, and learning and growth — which correspond to the four perspectives of the balanced scorecard. The authors show step by step how the Mobil division used the map to transform itself from a centrally controlled manufacturer of commodity products to a decentralized, customer-driven organization.

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