Execution Premium. Linking Strategy to Operations for Competitive Advantage

Edited by Robert Kaplan · David Norton
Harvard Business School Press June 2008

Specifications

ISBN-13
9781422121160
Publisher
Harvard Business School Press
Publication
June 2008
Format
Hardback
Jurisdiction
International ? Countri(es) for reference only

Details

Introduction

  • Best-selling framework ' the Balanced Scorecard ' has sold over 400,000 HBR articles and 620,000 books
  • Rich case studies for readers to adapt for their internal use and comparison
  • Extensive visuals (including tables and figures) illustrate key components of the authors' model
  • Promise to the reader is that s/he can develop a means for making strategy an organic part of their business

About the book

In a world of stiffening competition, business strategy is more crucial than ever. Yet most organisations struggle in this area - not with formulating strategy but with executing it, or putting their strategy into action. Owing to execution failures, companies realise 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 organisations, the authors describe a multistage system that enables you to gain measurable benefits from your carefully formulated business strategy.

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.

 

Table of Contents

Chapter 1 ' Introduction

Part I ' STRATEGY DEVELOPMENT
Chapter 2 ' Develop the Strategy: Vision, Gaps, Issues, and Roadmaps

Part II ' STRATEGY PLANNING
Chapter 3 ' Strategic Themes: Translate the Strategy into Linked Objectives, Measures and Targets
Chapter 4 ' Strategic Initiatives: Selection, Funding, Accountability and Management

Part III ' STRATEGY EXECUTION
Chapter 5 ' Linking Strategy to Process Improvements
Chapter 6 ' Operational Planning, Resource Allocation and Budgeting

Part IV ' FEEDBACK & LEARNING
Chapter 7 ' Operational and Strategy Management Review Meetings
Chapter 8 ' Testing and Adapting the Strategy

Part V ' A NEW WAY OF MANAGING
Chapter 9 ' The Office of Strategy Management

 

About the Author

 Robert S. Kaplan is the Baker Foundation Professor at the Harvard Business School.

David P. Norton is a founder and director of the Palladium Group, a consultancy focusing on strategy execution.

 

 

 


 

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