Strategy Maps: Converting Intangible Assets into Tangible Outcomes
More than a decade ago, Robert S. Kaplan and David P. Norton introduced the Balanced Scorecard, 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,...
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| 格式: | 圖書 |
| 語言: | 英语 |
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Boston, Massachesutts
Harvard Business Review Press
2004
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| 100 | |a Kaplan, Robert S. |9 7809 | ||
| 245 | |a Strategy Maps: Converting Intangible Assets into Tangible Outcomes | ||
| 260 | |a Boston, Massachesutts |b Harvard Business Review Press |c 2004 | ||
| 300 | |a xviii, 454 p. | ||
| 520 | |a More than a decade ago, Robert S. Kaplan and David P. Norton introduced the Balanced Scorecard, 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. | ||
| 650 | |a Human Capital |9 7295 | ||
| 650 | |a Intangible Property - Management |9 7810 | ||
| 700 | |a Norton, David P. |9 7811 | ||