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Alignment: Using the Balanced Scorecard to Create Corporate Synergies

Most organisations consist of multiple business and support units, each populated by highly trained, experienced executives. But often the efforts of individual units are not coordinated, resulting in conflicts, lost opportunities, and diminished performance Robert S. Kaplan and David P. Norton argue that the responsibility for this critical alignment lies with corporate headquarters. In this book, the authors apply their revolutionary Balanced Scorecard management system to corporate-level strategy, revealing how highly successful enterprises achieve powerful synergies by explicitly defining corporate headquarters’ role in setting, coordinating, and overseeing organisational strategy. Based on extensive field research in organisations worldwide, Alignment shows how companies can build an enterprise-level Strategy Map and Balanced Scorecard that clearly articulate the “enterprise value proposition”: how the enterprise creates value above that achieved by individual business units operating alone. The book provides case studies, actionable frameworks, and sample scorecards that show how to align business and support units, boards of directors, and external partners with the corporate strategy and create a governance process that will ensure that alignment is sustained. The next breakthrough in strategy execution from the field’s premier thinkers, Alignment shows how today’s companies can unlock unrealised value from enterprise synergies.

About the Author

Robert S. Kaplan is the Baker Foundation Professor at Harvard Business School. David Norton serves as President of Balanced Scorecard Collaborative/Palladium.

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Strategy Maps: Converting Intangible Assets into Tangible Outcomes

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“Strategy Maps” takes readers to the next level of precision in strategy implementation. “Strategy Maps” introduces a new tool that has evolved from Robert Kaplan and David Norton’s ongoing research with hundreds of Balanced Scorecard adopters across the globe, and its premise is simple: if you can visually map your strategy, the people within your organization will better understand it and therefore be better able to execute it effectively. It offers a visual cause-and-effect explanation of what’s working and what doesn’t in a way that everyone in the company can understand. It helps get the entire organization involved in strategy.

About the Author

Robert S. Kaplan is the Marvin Bower Professor of Leadership Development at Harvard Business School. David P. Norton serves as a Director with the Balanced Scorecard Collaborative.

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The Balanced Scorecard: Translating Strategy into Action

This text shows how managers can use the balanced scorecard technique to mobilize their employees and fulfil the company’s mission. The authors demonstrate how senior executives in industries such as banking, oil and retailing are using the technique to evaluate current performance and target future performance based on financial and non-financial criteria such as customer satisfaction, internal processes and employee learning, and growth.

About the Author

Robert S. Kaplan is the Arthur Lowes Dickinson Professor of Accounting at the Harvard Business School. David P. Norton is the president of Renaissance Solutions, Inc. They are the authors of three seminal Harvard Business Review articles on the Balanced Scorecard.

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