Organizational Collaboration: Leveraging the Balanced Scorecard to Create Corporate Synergy

Author: Kaplan, Robert S. (USA), Norton, David P. (USA), translated by Boymen Consulting Company
Publisher:
Publish Date: 2006-12-01
Features: Most organizations consist of multiple business and functional units. Each unit has well-trained, experienced managers and capable employees, but too many units fail to coordinate their work. Their work objectives differ, and these objectives are often contradictory. What's the result? Poor business performance, missed opportunities, wasted resources, and the overall value created by the enterprise is less than the sum of its parts. The headquarters fails to fulfill its, and the goal of achieving 1+1>2 is not realized. 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 fostering organizational synergy lies with the headquarters. They describe how senior executives can develop corporate-level strategy maps and balanced scorecards, vividly depicting the "corporate value positioning" of the group—the way the enterprise creates synergy among its different business units—and how to use the revolutionary balanced scorecard management system to set, align, and monitor the implementation of high-level strategies. The book cites numerous case studies, practical frameworks, and examples of strategy maps and scorecards to guide business leaders on how to use the balanced scorecard to ensure that every part of the organization moves toward common strategic goals. The book provides a series of useful practical steps, including: