Organizational Collaboration (Using the Balanced Scorecard to Create Corporate Synergy)

Author: Robert S. Kaplan
Publisher:
Publish Date: 2006-12-01
Features: Commercial Press - Harvard Business School Press jointly lead the new thinking in economic management. High-performance organizations can ensure that the CEO's focus is also the focus of their employees, even for employees working in remote three time zones or grassroots employees at three management levels. Kaplan and Norton use a large number of real cases to provide us with effective and persuasive strategies in the field of promoting complex organizational synergy. This book is a must-read for leaders of strategy-centric organizations. Rob Arthur Kaplan, CEO of Cognos, and Norton provide practical guidance on managing corporate change in this book, once again demonstrating their outstanding achievements in strategic management. Anyone who wants to survive in today's increasingly competitive and complex global business environment must read this book. – William W. Zolosek, Vice President of Chrysler Group and DaimlerChrysler Southeast Asia
At Ricoh, we use the effective Balanced Scorecard tool to align the strategies of different business units. In this new book, Kaplan and Norton share their insights, examples, and practical suggestions to further enhance synergy and help businesses improve customer satisfaction and financial performance. – President and CEO of Ricoh Group, Masayoshi Kurihara
When people talk about strategy, they also talk about execution, but as Kaplan and Norton demonstrate in this book, organizational synergy is the key success factor for achieving strategy. By focusing management on synergy, the authors provide businesses with powerful tools to improve returns based on existing resources and strategy. It's hard to imagine how to manage a Fortune 500 company without applying the management framework in the book. – Author of Crossing the Chasm, Geoffrey A. Moore
The book "Organizational Synergy" provides rich experience, explaining how organizations create synergy by breaking down strategy into the entire organization and even individuals, so that the overall value of the organization is greater than the sum of its parts. – John L. Crain, Vice Chairman of Mellon Financial Group
This book is suitable for corporate managers, management scholars, business school students and general readers. Highlights: This book will bring a breakthrough in the field of strategic execution, revealing how diversified group companies can use the Balanced Scorecard to manage their subsidiaries and create the greatest synergy. Most organizations consist of multiple business and functional units, each with well-trained, experienced managers and capable employees, but too many business and functional units cannot coordinate their work. Their work goals are different, and the goals are also contradictory. What's the result? Poor business performance, missed opportunities, resource waste, and the overall value created by the company is less than the sum of its parts. The headquarters does not play its due role, and it does not achieve 1+1>2. Robert S. Kaplan and David P. Norton explain in this book how to correct these organizational imbalances – not only within the company but also between the company and its board of directors, investors, customers, and suppliers. The authors believe that the responsibility for promoting organizational synergy lies with the headquarters. They explain how corporate executives can develop group-level strategy maps and scorecards, vividly depicting the company's "corporate value positioning" – how the company creates synergy between different business units, and how to use the revolutionary Balanced Scorecard management system to set, coordinate, and monitor the implementation of high-level strategy. The book cites a large number of case studies, practical frameworks, and examples of strategy maps and scorecards to guide corporate leaders in using the Balanced Scorecard to ensure that every part of the organization is moving towards the common strategic goals. The book provides a series of useful practical operations, including: