How to find the best robert kaplan strategy book for 2019?

When you want to find robert kaplan strategy book, you may need to consider between many choices. Finding the best robert kaplan strategy book is not an easy task. In this post, we create a very short list about top 9 the best robert kaplan strategy book for you. You can check detail product features, product specifications and also our voting for each product. Let’s start with following top 9 robert kaplan strategy book:

Best robert kaplan strategy book

Product Features Editor's score Go to site
The Return of Marco Polo's World: War, Strategy, and American Interests in the Twenty-first Century The Return of Marco Polo's World: War, Strategy, and American Interests in the Twenty-first Century
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The Balanced Scorecard: Translating Strategy into Action The Balanced Scorecard: Translating Strategy into Action
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Alignment: Using the Balanced Scorecard to Create Corporate Synergies Alignment: Using the Balanced Scorecard to Create Corporate Synergies
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The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment
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Strategy Maps: Converting Intangible Assets into Tangible Outcomes Strategy Maps: Converting Intangible Assets into Tangible Outcomes
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The Execution Premium: Linking Strategy to Operations for Competitive Advantage The Execution Premium: Linking Strategy to Operations for Competitive Advantage
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Management Accounting: Information for Decision-Making and Strategy Execution (6th Edition) Management Accounting: Information for Decision-Making and Strategy Execution (6th Edition)
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by David P. Norton,by Robert S. Kaplan The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment(text only)1st (First) edition[Hardcover]2000 by David P. Norton,by Robert S. Kaplan The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment(text only)1st (First) edition[Hardcover]2000
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Summary: Strategy Maps: Review and Analysis of Kaplan and Norton's Book Summary: Strategy Maps: Review and Analysis of Kaplan and Norton's Book
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1. The Return of Marco Polo's World: War, Strategy, and American Interests in the Twenty-first Century

Description

A bracing assessment of U.S. foreign policy and world disorder over the past two decades from the bestselling author ofThe Revenge of GeographyandThe Coming Anarchy

[Kaplan] has emerged not only as an eloquent defender of foreign-policy realism but as a grand strategist to whom the Pentagon turns for a tour dhorizon.The Wall Street Journal

In the late thirteenth century, Marco Polo began a decades-long trek from Venice to China along the trade route between Europe and Asia known as the Silk Roada foundation of Kublai Khans sprawling empire. Now, in the early twenty-first century, the Chinese regime has proposed a land-and-maritime Silk Road that duplicates exactly the route Marco Polo traveled.

Drawing on decades of firsthand experience as a foreign correspondent and military embed forThe Atlantic,Robert D. Kaplan outlines the timeless principles that should shape Americas role in a turbulent world that encompasses the Chinese challenge. From Kaplans immediate thoughts on President Trump to a frank examination of what will happen in the event of war with North Korea, these essays are a vigorous reckoning with the difficult choices the United States will face in the years ahead.

Praise for The Return of Marco Polos World

Elegant and humane . . . [a] prophecy from an observer with a depressingly accurate record of predictions.Bret Stephens,The New York Times Book Review

These essays constitute a truly pathbreaking, brilliant synthesis and analysis of geographic, political, technological, and economic trends with far-reaching consequences. The Return of Marco Polos World is another work by Robert D. Kaplan that will be regarded as a classic.General David Petraeus (U.S. Army, Ret.)

Thoughtful, unsettling, but not apocalyptic analyses of world affairs flow steadily off the presses, and this is a superior example. . . . Presented with enough verve and insight to tempt readers to set it aside to reread in a few years.Kirkus Review(starred review)

An astute, powerfully stated, and bracing presentation.Booklist

This volume compiles sixteen major essays on Americas foreign policy from national security commentator Kaplan. . . . An overview of thoughtful, multilayered positions and perspectives evolving through changing circumstances.Publishers Weekly

2. The Balanced Scorecard: Translating Strategy into Action

Feature

Harvard Business School Press

Description

The Balanced Scorecard translates a company's vision and strategy into a coherent set of performance measures. The four perspectives of the scorecard--financial measures, customer knowledge, internal business processes, and learning and growth--offer a balance between short-term and long-term objectives, between outcomes desired and performance drivers of those outcomes, and between hard objective measures and softer, more subjective measures. In the first part, Kaplan and Norton provide the theoretical foundations for the Balanced Scorecard; in the second part, they describe the steps organizations must take to build their own Scorecards; and, finally, they discuss how the Balanced Scorecard can be used as a driver of change.

3. Alignment: Using the Balanced Scorecard to Create Corporate Synergies

Feature

Used Book in Good Condition

Description

Most organizations 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 organizational strategy.

Based on extensive field research in organizations 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 fields premier thinkers, Alignment shows how todays companies can unlock unrealized value from enterprise synergies.

4. The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment

Feature

Used Book in Good Condition

Description

The creators of the revolutionary performance management tool called the Balanced Scorecard introduce a new approach that makes strategy a continuous process owned not just by top management, but by everyone. In The Strategy-Focused Organization, Robert Kaplan and David Norton share the results of ten years of learning and research into more than 200 companies that have implemented the Balanced Scorecard. Drawing from more than twenty in-depth case studies--including Mobil, CIGNA, and AT&T Canada--Kaplan and Norton illustrate how Balanced Scorecard adopters have taken their groundbreaking tool to the next level. These organizations have used the scorecard to create an entirely new performance management framework that puts strategy at the center of key management processes and systems.

Kaplan and Norton articulate the five key principles required for building strategy-focused organizations: 1) translate the strategy into operational terms, 2) align the organization to the strategy, 3) make strategy everyone's everyday job, 4) make strategy a continual process, and 5) mobilize change through strong, effective leadership. The authors provide a detailed account of how a range of organizations in the private, public, and nonprofit sectors have deployed these principles to achieve breakthrough, sustainable performance improvements.

5. Strategy Maps: Converting Intangible Assets into Tangible Outcomes

Feature

Harvard Business Review Press

Description

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.

6. The Execution Premium: Linking Strategy to Operations for Competitive Advantage

Feature

Harvard Business School Press

Description

In a world of stiffening competition, business strategy is more crucial than ever. Yet most organizations struggle in this area--not with formulating strategy but with executing it, or putting their strategy into action. Owing to execution failures, companies realize just a fraction of the financial performance promised in their strategic plans.

It doesn't have to be that way, maintain Robert Kaplan and David Norton in The Execution Premium. Building on their breakthrough works on strategy-focused organizations, the authors describe a multistage system that enables you to gain measurable benefits from your carefully formulated business strategy. This book shows you how to:

Develop an effective strategy--with tools such as SWOT analysis, vision formulation, and strategic change agendas
Plan execution of the strategy--through portfolios of strategic initiatives linked to strategy maps and Balanced Scorecards
Put your strategy into action--by integrating operational tools such as process dashboards, rolling forecasts, and activity-based costing
Test and update your strategy--using carefully designed management meetings to review operational and strategic data

Drawing on extensive research and detailed case studies from a broad array of industries, The Execution Premium presents a systematic and proven framework for achieving the financial results promised by your strategy.

7. Management Accounting: Information for Decision-Making and Strategy Execution (6th Edition)

Feature

Mint Condition

Description

An approach to management accounting from the perspective of a business manager.

Management Accounting: Information for Decision-Making and Strategy Execution explains how business managers can estimate and manage the cost and profitability of their products and customers. This text also covers how managers use financial and nonfinancial information to improve processes, design and develop new products, and motivate employee performance.

8. by David P. Norton,by Robert S. Kaplan The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment(text only)1st (First) edition[Hardcover]2000

Description

The creators of the revolutionary performance management tool called the Balanced Scorecard introduce a new approach that makes strategy a continuous process owned not just by top management, but by everyone. In The Strategy-Focused Organization, Robert Kaplan and David Norton share the results of ten years of learning and research into more than 200 companies that have implemented the Balanced Scorecard. Drawing from more than twenty in-depth case studies--including Mobil, CIGNA, and AT&T Canada--Kaplan and Norton illustrate how Balanced Scorecard adopters have taken their groundbreaking tool to the next level. These organizations have used the scorecard to create an entirely new performance management framework that puts strategy at the center of key management processes and systems. Kaplan and Norton articulate the five key principles required for building strategy-focused organizations: 1) translate the strategy into operational terms, 2) align the organization to the strategy, 3) make strategy everyone's everyday job, 4) make strategy a continual process, and 5) mobilize change through strong, effective leadership. The authors provide a detailed account of how a range of organizations in the private, public, and nonprofit sectors have deployed these principles to achieve breakthrough, sustainable performance improvements.

9. Summary: Strategy Maps: Review and Analysis of Kaplan and Norton's Book

Description

The must-read summary of Robert S. Kaplan and David P. Norton's book: "Strategy Maps: Converting Intangible Assets into Tangible Outcomes".

This complete summary of the ideas from Robert S. Kaplan and David P. Norton's book "Strategy Maps" shows that many businesses share the same problem: they have intangible assets that cannot be measured and counted as market value. In their book, the authors give specific guidelines on how to build an accurate strategy map in order to measure these invisible assets. By following their advice, you will be able to align all of your assets and create a coherent strategy.

Added-value of this summary:
Save time
Understand key concepts
Expand your business knowledge

To learn more, read "Strategy Maps" and find out how you can create a comprehensive strategy map and become an industry leader.

Conclusion

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