The best plan is useless without effective execution The future of business has become so unpredictable that your five-year plan may be irrelevant next week. To succeed in the modern market, you must constantly assess your progress and adapt on the fly. Agility, flexibility, continual learning, and adaptation are the new rules of business success. A differentiating strategy is crucial, but it will only lead to competitive advantage if you execute it flawlessly. You'll succeed only if you have the right insight for strategic planning and the agility to execute your plan. Balanced Scorecard Evolution: A Dynamic Approach to Strategy Execution provides the latest theory and practice from strategic planning, change management, and strategy execution to ensure your business is flexible, future ready, and primed for exceptional execution. Author Paul R. Niven guides you through the new principles of The Balanced Scorecard and shows you how to apply them to your planning and strategy execution endeavors. Read case studies that illustrate the theory and practice of strategic agility and execution Learn how to create the objectives, measures, targets, and strategic initiatives that can make your plan a reality Use the latest change management techniques to boost strategy execution success Gain the knowledge and tools you need to face your challenges head-on Motivate your employees to change behaviors toward plan accommodation Making a plan isn't enough. You must actually take steps to implement your plan, and this requires excellent leadership skills. Change can be hard, and your organization may be resistant. Balanced Scorecard Evolution: A Dynamic Approach to Strategy Execution provides everything you need to make things happen.
This book is the Fast track route to understanding and implementing the balanced scorecard in your business.
The Balanced Scorecard Management System has evolved from a simple management system to a fully-fledged framework for creating a strategy-focused organization. Remarkably popular in North America, Europe and Australasia, it...
... Relevance Lost: The Rise and Fall of Management Accounting (Boston: Harvard Business School Press, 1987); R. Howell, J. Brown, S. Soucy, and A. Seed, Management Accounting in the New Manufacturing Environment (Montvale, ...
In this book, the authors draw on their extensive experience with scorecard projects to provide a step-by-step method for introducing the Balanced Scorecard into an organization.
Provides assistance to businesses in moving from ideas to action, achieving long-term goals, and obtaining feedback about strategy
Robert S. Kaplan and David P. Norton, “On Balance,” CFO, February 2001, p. 73–77. 2. Robert A. Howell,James D. Brown, Stephen R. Soucy, and Allen H. Seed, ManagementAccounting in the New ManufacturingEnvironment (Montvale, NJ: National ...
If you need to tie a jetpack to your organization, you want this book." —Christina Wodtke, Adjunct Professor at Stanford Continuing Studies and author of Radical Focus Objectives and key results (OKRs) are integral to connecting the goals ...
Praise for Business Process Management and the Balanced Scorecard: Using Processes as Strategic Drivers "I have seen Ralph implement the strategies discussed in this book first hand with tremendous results.
This book will bring benefits to both the uninitiated and the initiated of this systematic measurement and communication tool.
2 Robert S. Kaplan and David P. Norton, “Having Trouble with Your Strategy? Then Map It,” Harvard Business Review, September October 2000, pp.167176. 3 StephenR.Covey, The8th Habit (New York: The Free Press, 2004), p. 271.