Book description
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 field’s premier thinkers, Alignment shows how today’s companies can unlock unrealized value from enterprise synergies.
Table of contents
- Title Page
- Copyright Page
- Table of Contents
- PREFACE
- ACKNOWLEDGMENTS
- NOTES
- CHAPTER ONE - ALIGNMENT A SOURCE OF ECONOMIC VALUE
- CHAPTER TWO - CORPORATE STRATEGY AND STRUCTURE HISTORICAL PERSPECTIVE
-
CHAPTER THREE - ALIGNING FINANCIAL AND CUSTOMER STRATEGIES
- FINANCIAL SYNERGIES: THE HOLDING COMPANY MODEL
- CASE STUDY: AKTIVA
- CASE STUDY: NEW PROFIT INC.
- FINANCIAL SYNERGIES: CORPORATE BRANDS AND THEMES
- CASE STUDY: INGERSOLL-RAND
- SYNERGIES FROM SHARED CUSTOMERS
- CASE STUDY: MEDIA GENERAL
- SYNERGIES FROM A COMMON CUSTOMER VALUE PROPOSITION
- CASE STUDY: HILTON HOTELS
- CASE STUDY: CITIZEN SCHOOLS
- SUMMARY
- NOTES
-
CHAPTER FOUR - ALIGNING INTERNAL PROCESS AND LEARNING AND GROWTH STRATEGIES: INTEGRATED STRATEGIC THEMES
- SYNERGIES FROM SHARED PROCESSES AND SERVICES
- CASE STUDY: BANK OF TOKYO-MITSUBISHI (HQA)
- SYNERGIES FROM VALUE-CHAIN INTEGRATION
- CASE STUDY: MARRIOTT VACATION CLUB (MVCI)
- SYNERGIES FROM LEVERAGING INTANGIBLE ASSETS
- CASE STUDY: IBM LEARNING
- INTEGRATION USING CORPORATE STRATEGIC THEMES
- CASE STUDY: DUPONT ENGINEERING POLYMERS DIVISION
- CASE STUDY: ROYAL CANADIAN MOUNTED POLICE
- CASE STUDY: SALMON RECOVERY IN WASHINGTON STATE
- SUMMARY
- NOTES
-
CHAPTER FIVE - ALIGNING SUPPORT FUNCTIONS
- SUPPORT UNIT PROCESSES
- SUPPORT UNIT STRATEGIES
- PORTFOLIO OF STRATEGIC SERVICES
- CASE STUDY: THE HANDLEMAN CORPORATION
- ALIGNING THE SUPPORT ORGANIZATION
- CASE STUDY: HUMAN RESOURCES AT INGERSOLL-RAND
- CASE STUDY: LOCKHEED MARTIN ENTERPRISE INFORMATION SYSTEMS
- CASE STUDY: HANDLEMAN FINANCE DEPARTMENT
- CLOSING THE LOOP
- EXTENSIONS
- SUMMARY
- NOTES
-
CHAPTER SIX - CASCADING THE PROCESS
- FRANCHISE OPERATIONS: TOP-DOWN COMMON VALUE PROPOSITIONS
- HOLDING COMPANIES: BOTTOM-UP
- HYBRID CASCADING PROCESSES
- TOP-DOWN CASE STUDY: U.S. ARMY
- TOP-TO-MIDDLE AND MIDDLE-TO-TOP CASE STUDY: MDS CORPORATION
- CAN BUSINESS UNITS GO FIRST?
- MIDDLE-TO-TOP-DOWN: THE BANK OF TOKYO-MITSUBISHI, HEADQUARTERS FOR THE AMERICAS
- SUMMARY
- CHAPTER SEVEN - ALIGNING BOARDS AND INVESTORS
- CHAPTER EIGHT - ALIGNING EXTERNAL PARTNERS
- CHAPTER NINE - MANAGING THE ALIGNMENT PROCESS
- CHAPTER 10 - TOTAL STRATEGIC ALIGNMENT
- INDEX
- ABOUT THE AUTHORS
Product information
- Title: Alignment: Using the Balanced Scorecard to Create Corporate Synergies
- Author(s):
- Release date: April 2006
- Publisher(s): Harvard Business Review Press
- ISBN: 9781591396901
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