Balanced Scorecard Success: The Kaplan-Norton Collection (4 Books)

P A R T   F O U R

MAKING STRATEGY A CONTINUAL PROCESS

IN CHAPTER 1, WE NOTED HOW MOST COMPANIES ENCOUNTER serious difficulties when implementing strategy. Our research indicates that the problem is more than a failure of CEO leadership. Systemic forces in organizations inhibit strategy implementation. As researchers have observed, managing strategy is fundamentally different from managing operations.¹

We have found it useful to think of each of these processes—managing strategy and managing operations—as a self-contained control and learning loop. ...