Corporations are like shells racing. Each shell contains strong, highly motivated athletes, eight persons. The key to their success is that they row in synchronism. Imagine a shell populated by eight highly conditioned and trained rowers, but with each rower having a different idea about how to achieve success: how many strokes per minute were optimal and which course the shell should follow, giving wind direction and speed, water current and a curvy course with multiple bridge underpasses. For eight exceptional rowers to devise and attempt to implement independent tactics would be disastrous. Rowing at different speeds and in different directions could cause the shell to travel in circles and perhaps capsize. The winning crew invariably rows in beautiful synchronism each rower strokes powerfully, but consistently with all the others, guided by a coxswain, who has responsibility for pacing and steering the course of action.
"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." - Harvard Business Review
"Kaplan and Norton's scorecard system allows you to create an "enterprise-level strategy Map", which will help you maximize the potential value in your business by aligning all internal operations and services. The result is not only more profitable, but also very cost effective as there is less misalignment, duplication and waste." - Take alot
Although personal traits are important in making successful leaders, it is the know-how that separates those who build long-term values from those who hit short-term targets. Personal characteristics do not guarantee sound judgment or realistic vision, and their values are greatly diminished without the know-hows that could be learned and developed
Confidence is the bridge connecting expectations and performance, investment and results. Sometimes it seems as if there are only two states of being: Boom or Bust. When things are up, it feels as if they will always be up. People come to believe they can succeed at anything they try; companies
Confronting Reality will change the way you think about and run your business. It is the first book that shows how to connect the big picture of the new era of business with the nitty-gritty of what to do about it. Through a completely new way to understand and use the
A comprehensive and managed alignment process helps the enterprise to achieve synergies through integration.
Developing a strategy map and balanced scorecard for the new company, provides a mechanism by which managers from the two previously independent entities have an opportunity to work together toward common objectives.
The opportunities for new friendships and collaborative working relationships emerge organically from the executives' participation in the intensive process to build a strategy map and BSC.
Having a common set of measures from alliance partners is not natural act. Each party has its own reporting process and measures; each brings its own perspective of what it acts to contribute to the alliance and what it hopes to gain from the alliance.
Increasingly, companies are using alliances to fill the gaps in their own capabilities and to grow in new markets and regions.
A balanced scorecard provides a much more general contractual mechanism that allows service, timeline, innovation, quality, and flexibility to be incorporated into the relationship.
Without a balanced Scorecard, contracting with an external partner focuses only on financial measures such as price and cost.
The scorecard also provides an explicit contract by which inter-organizational performance can be measured.
When an enterprise builds a balanced scorecard with a strategic external partner, it enables the senior managers from the two entities to reach a consensus about the objectives for the relationship.
All market systems require intermediaries to help direct capital to its most productive opportunities and to monitor the performance of managers who have been granted capital by external investors.
A balanced scorecard-based governance system offers directors streamlined and strategic information.
Creating your roadmap to success is all about self-discovery and understanding your skills, discovering who you are, and defining what you want. Only then, you can develop strategies for navigating your life and career in a systematic approach for thinking, learning and reaching your potentials.