Grouping Information

Book Cover Information

Hoopla Extract Information

stdClass Object
(
    [year] => 2003
    [artist] => Robert S. Kaplan
    [fiction] => 
    [coverImageUrl] => https://cover.hoopladigital.com/csp_9781422163498_270.jpeg
    [titleId] => 12438588
    [isbn] => 9781422163498
    [abridged] => 
    [language] => ENGLISH
    [profanity] => 
    [title] => Strategy Maps
    [demo] => 
    [segments] => Array
        (
        )

    [pages] => 480
    [children] => 
    [artists] => Array
        (
            [0] => stdClass Object
                (
                    [name] => Robert S. Kaplan
                    [relationship] => AUTHOR
                )

            [1] => stdClass Object
                (
                    [name] => David P. Norton
                    [relationship] => AUTHOR
                )

        )

    [genres] => Array
        (
            [0] => Business & Economics
            [1] => Forecasting
        )

    [price] => 3.99
    [id] => 12438588
    [edited] => 
    [kind] => EBOOK
    [active] => 1
    [upc] => 
    [synopsis] => 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. Kaplan and Norton argue that the most critical aspect of strategy--implementing it in a way that ensures sustained value creation--depends on managing four key internal processes: operations, customer relationships, innovation, and regulatory and social processes. The authors show how companies can use strategy maps to link those processes to desired outcomes; evaluate, measure, and improve the processes most critical to success; and target investments in human, informational, and organizational capital. Providing a visual "aha!" for executives everywhere who can't figure out why their strategy isn't working, Strategy Maps is a blueprint any organization can follow to align processes, people, and information technology for superior performance.
    [url] => https://www.hoopladigital.com/title/12438588
    [pa] => 
    [subtitle] => Converting Intangible Assets into Tangible Outcomes
    [publisher] => Harvard Business Review Press
    [purchaseModel] => INSTANT
)