Book 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 field’s premier thinkers, Alignment shows how today’s companies can unlock unrealized value from enterprise synergies.
Customer Reviews:
Book review.......2006-06-26
I ordered this for my boss. He said it gave him some direction for a project he is working on.
Their most important book thus far...........2006-06-07
After their article "The Balanced Scorecard - Measures That Drive Performance" appeared in Harvard Business Review" (January-February, 1992), Kaplan and Norton co-authored four books in which they expand and fine-tune several of their core concepts about the Balanced Scorecard. What we have in this volume is a brilliant analysis of how to use the Balanced Scorecard to create corporate synergies. As they observe in the Preface, they have identified five key principles "for aligning an organization's management and measurement systems to strategy":
1. Mobilize change through executive leadership.
2. Translate strategy into operational terms.
3. Align the organization to the strategy.
4. Motivate to make strategy everyone's job.
5. Govern to make strategy a continual process.
When gathering the information needed to write this book, Kaplan and Norton rigorously examined more than 30 organizations which include Bank of Tokyo-Mitsubishi, Citizens Schools, Hilton, IBM, Lockheed Martin, Media General, and the U.S. Army. Note how different these organizations are in terms of their respective products and services, markets, and potentialities for aligning their management processes and systems to the given strategy. I assume that the diversity of the exemplary enterprises during Kaplan and Norton's selection process was deliberate because they are convinced - as am I - that if the core principles of the Balanced Scorecard are applied effectively, any organization (regardless of its size or nature) can create highly beneficial synergies by getting its management and measurement in proper alignment with its strategy. In this book, Kaplan and Norton explain how to do that. Obviously, it is difficult to achieve such alignment and even more difficult to sustain it. Although a cliché, it remains true that change is the only constant. Moreover, change seems to occur much more rapidly now than ever before. What is in proper alignment today may not be tomorrow...or by the end of today
Nothing within an organization's structure can be in proper balance unless and until it is in proper alignment. Hence the importance of prioritization and, especially, of proportionality (e.g. allocation of resources). Here is a brief excerpt from Chapter 10. "The Balanced Scorecard, since its introduction in 1992, has evolved into the centerpiece of a sophisticated system to manage the execution of strategy. The effectiveness of the approach is derived from two simple capabilities: (1) the ability to clearly describe strategy (the contribution of Strategy Maps) and (2) the ability to link strategy to the management system (the contribution of Balanced Scorecards). The net result is the ability to align all units, processes, and systems of an organization to its strategy." With this brief statement, Kaplan and Norton suggest the interdependence of strategy, alignment, and executive leadership.
In my opinion, this is the most important book written thus far by Kaplan and Norton. In it, they develop in much greater detail many of the same concepts they examined in previous books but they also share what they have learned over the years about devising, implementing, and then sustaining (while fine-tuning) the "sophisticated system" to which they refer in the excerpt just provided. Their collaborative thinking, as is also true of every organization they discuss, continues to be "a work in progress."
A repeat of the other two books - little help for those who need alignment.......2006-05-11
If you are a CIO, Head of HR, or other so called "support" function looking for help on how to align with the business, this is not the book for you.
My suggestion is to skip this book, or if you must check it out of the library or buy it used. The book you want is Kaplan and Norton's first book called "The Balanced Scorecard" which is very good and is just repeated in this book. Next I would purchase the HBR article on Strategy Maps (September 2000). Those two works cover all of what is in this book and they have a stronger implementation flavor.
Alignment is a persistent issue facing every organization and operating unit with the organization. This book does not provide the practical or actionable advice needed to give business leaders the tools and techniques need to make progress in this critical area.
If you want to know why please read on.
Kaplan and Norton are the undisputed masters of issues related to scorecards and their ideas in that area are used by leading organizations everywhere with great success. Unfortunately as they have tried to expand beyond scorecards there work in this area (this book and The Strategy-Focused Organization) have not come near the mark in my opinion.
Alignment is a critical issue in today's dynamic and changing environment. Unfortunately the authors approach alignment in a very simplistic way: create a strategy map, then create a scorecard and you will get alignment. Sorry but just using these two tools do not cut it to handle such a tough issue and this book shows it.
Like "The Strategy Focused Organization" Kaplan and Norton seek to use case studies to help illustrate their points. For that they are to be commended. However, the case studies they use are very shallow, read more like corporate press releases and product testimonials. That is a shame and a real weakness of this book as Alignment is a complex issue and simply saying 'we sat down created a Balanced Score Card and a Strategy Map and we were aligned' does not address the issues nor provide insight for the reader.
The reason for such a low score on this book is the lack of help it provides the people who most are in need of alignment CIOs, HR and to some extent finance. Kaplan and Norton dedicate Chapter 5 to "Aligning support functions" and right away you know the mindset they are applying.
For K and N, alignment is a process of completing their deliverables and they treat IT, HR, Finance and any other support function as "staffed with expert specialists whose culture is quite different from that of managers in line operating units. Consequently, support groups frequently become isolated from the line organization ... executives of business units accuse them of living in HQ based silos and being incapable of responding to local operating needs." (Page 120)
Their solution for IT, HR and Finance alignment puts these organizations back into the 1960's as they advise these functions to read the business strategy map and scorecard and then create your own - separate but not equal - scorecard based on the services you can provide. That works if all you want IT and HR to do is provide basic services, but if you want to gain competitive advantage, or if you are a CIO, HR or CFO who wants to link into and align with the business this approach puts you at arms length and something apart.
Kaplan and Norton should know better and more importantly I have to believe that there are case studies that do not treat IT, HR and Finance as support functions but integral parts of the business strategy. The fact that they could not find these cases where there is one strategy map that the whole company could align around, give the impression that they are looking at the issue of alignment with the wrong lens.
Focus and Coordinate Your Organization's Energies for Better Strategic Execution.......2006-04-26
Alignment is a superb addition to the remarkable series written by Professor Robert S. Kaplan and Dr. David P. Norton. If you have not yet read Strategy Maps, The Balanced Scorecard and The Strategy-Focused Organization, you should begin with those books before reading this one. With each book in the series, you'll find out more about how to create and use balanced scorecards . . . and your organization will prosper because of it.
Leaders have always found it much easier to formulate strategy than to turn strategies into accomplishments. As the authors note, many such organizations are like an uncoordinated 8-person rowing shell than a championship team.
In studies of the Balanced Scorecard Hall of Fame organizations, the authors learned that organizational alignment is a more important factor than mobilization, strategic translation, employee motivation and governance in achieving superior results during execution.
The authors identify eight essential check points for successful organizational alignment:
1. An enterprise value proposition (to lead strategic guidelines)
2. Board and shareholder alignment (to approve, review and monitor strategy)
3. Coordination between the corporate offices and the corporate support units (by creating corporate policies)
4. Coordination between the corporate office and the business units (business unit strategy matching the corporate direction)
5. Coordination between the business units and the support units (to create appropriate functional strategies)
6. Alignment between business units and their customers (an on-going to and fro)
7. Alignment among business support teams and their suppliers and external partners (to share problems and solutions)
8. Company support coordination (among the corporate support people and the business support activities)
To get a sense of the whole process, be sure to turn to figure 9-1.
The great strength of the book comes, however, in its many examples and case studies involving organizations like Aktira, Bank of Tokyo-Mitsubishi, Citizen Schools, City of Brisbane, DuPont Engineering Polymers, Handleman, Hilton Hotels, IBM Leasing, Ingersoll Rand, KeyCorp, Lockheed Martin Enterprise Information Systems, Marriott Vacation Club, MDS, Metalcraft (disguised name), Media General, New Profit Inc., Royal Canadian Mounted Police, Salmon recovery in Washington State, Sport-Man, Inc. Tiger Textiles (disguised name), and the U.S. Army.
Bravo!
Don't miss this book.
Translate, cascade and align your strategies.......2006-03-24
This book is about organizational alignment. It is the fourth in a series of thought-leading books on how to translate strategy into actions - via balanced scorecard, strategy maps, and the strategy-focused organization.
The authors start with a wonderful story:
Imagine an eight-person shell racing up the river populated by highly trained rowers, but each with different ideas of how to achieve success. But rowing at different speeds and in different directions could cause the shell to travel in circles and perhaps capsize. The winning team invariably rows in beautiful synchronism; each rower strokes powerfully but consistently with all the others, guided by a coxswain [corporate center], who has the responsibility for pacing and steering the course of action.
Unfortunately, many firms are like an uncoordinated shell. They consist of strong business units, each populated by highly trained, experienced and motivated executives. But the efforts of the individual businesses are not coordinated.
Unsurprisingly, the authors suggest that their four scorecard perspectives on financials, customers, processes, as well as growth/learning also could be used to create organizational alignment and also find synergies, e.g.
- FINANCIAL: acquiring and integrating other firms, monitoring and governance processes, skills in negotiating with external entities (capital providers, etc.)
- CUSTOMERS: leverage common customers (cross-sales), corporate brand, common customer value propositions across the world,
- PROCESSES: exploiting core competencies in product or production technologies, sourcing or distribution skills, etc.
- LEARNING AND GROWTH: Enhancing human capital thru excellent HR practices, leveraging a common technology, sharing best-practices and knowledge.
The book does not only focus on how to align the corporate-level and businesses, it also covers how to align towards support functions (finance, IT and HR), external business partners (customers, suppliers) and even the board.
Don't buy this book as your first on scorecards. It requires that you have read some of the previous published articles or books by the author team. However, if you are a balanced scorecard practitioner, then this book adds yet another dimension to our understanding of how to make scorecard systems work in an organization.
Being a corporate strategist, I can use most of this thinking in my day-to-day work - and I can highly recommend it to all other scorecard insiders.
If you're interested in Balanced Scorecard, you should obviously read the core by Kaplan and Norton - especially the "Strategy-Focused Organization". But I also recommend a very capable book by the Swedes Olve et al (2003) - "Making Scorecards Actionable: Balancing Strategy and Control" - that even includes some thinking on why balanced scorecards go wrong - and what to do about it. Paul Niven (2005) does the same in his "Balanced scorecard diagnostics".
If you're even more interested in performance measurement systems, then do also consider "Performance Prism" by Neely et al (2002) that takes performance systems to the next level. Personally, I don't believe they've designed balanced scorecard's successor, but they have many interesting perspectives on stakeholders, choice of measurements, and the relationship between cause and effect.
Peter Leerskov,
MSc in International Business (Marketing & Management) and Graduate Diploma in E-business
Book Description
RAN
Download Description
U.S. policy toward Colombia has been driven to a large extent by counter-narcotics considerations, but the evolving situation in that South American country confronts the United States with as much of a national security as a drug policy problem. Colombia is a geostrategically important country, whose trajectory will influence broader trends in the Andean region and beyond. Colombian Labyrinth examines the sources of instability in the country; the objectives, strategy, strengths, and weaknesses of the government, guerrillas, and paramilitaries and the balances among them; and the effects of the current U.S. assistance program. Possible scenarios and futures for Colombia are laid out, with implications for both the United States and neighboring countries. The authors find that instability in Colombia stems from the interaction and synergies of the underground drug economy and armed challenges to the state's authority. Solutions to the core problem--the weakness of the Colombian State--must focus on resolving the broader set of political-military challenges that result from the convergence of drug trafficking and insurgency. The authors recommend that Colombia's military and institutional capabilities be improved to enable the Colombian government to regain control of the countryside and that, at the same time, the United States work with Colombia's neighbors to contain the risk of spillover and regional destabilization.
Customer Reviews:
Tier-one research & honest comments.......2003-08-08
I was impressed that the funding for this Rand study was provided by the U.S. Air Force. It is good to know a key player in the Pentagon is interested in the fundamental facts about Colombia free of the Washington Beltway political sugar-coating. To this end, "Colombian Labyrinth; The Synergy of Drugs and Insurgency and Its Implications for Regional Stability," is filled with tier-one research and honest comments.
To begin with authors Angel Rabasa and Peter Chalk carefully explain the weakness of the Colombian government. Certainly conditions have improved in Colombia since the publication of this text in June of 2001 but government power still resides in the big cities and is diminished in the countryside. However, the one nugget of research that the authors wisely publish is that Colombia has some of the largest untapped petroleum reserves in the Western Hemisphere. It helps explain why Colombia is the third largest receiver of U.S. foreign aid in the world after Israel and Egypt.
Still and all, a big point of this book is that the heralded President Clinton/Pastrana "Plan Colombia" U.S. aid program is a "doubtful strategy," according the the authors. Moreover, the central government's loss of authority, economic deterioration, social disintegration, the development of an underground criminal drug economy and the dangerous growth of armed challenges to the state's authority are all well-documented and discussed. The text also offers sound advice to the core problems, particularly the human rights violations by the violent actors in Colombia. Overall, this sleek and compact book is a valuable guide to the complexity of the crisis in Colombia.
Bert Ruiz
Colombian labyrinth.......2003-06-12
Colombian labyrinth is an objective, concise study of Colombia's instability as it unfolds from the interaction of criminal drug economies and growth of armed challenges to the state's authority. The study revolves about the three-sided civil conflict (government, guerrilla and self-defense groups) and how each one of them plays a critical role in the Colombian stability. On one hand, the study concisely touches upon the scope and the dimensions of the drug-insurgency problem, origins of the main players (guerrilla, self-defense groups), and their strategies. On the other hand, it discusses the Colombian government's response to the crisis in the form of peace negotiations, and the counter-narcotics U.S. assisted strategy, Plan Colombia (Colombian Project). In addition, it briefly presents a number of though-provoking scenarios for the Colombian state as a result of different circumstances. The study finishes by examining the spread of the conflict to neighboring countries and their respective response. Unfortunately, the study does not elaborate on the U.S. repercussions as they derive from the synergies of drug-insurgency complex.
Colombian Labyrinth.......2001-08-25
COLOMBIAN LABYRINTH is an uneven but generally useful study of the drugs-insurgency nexus in Colombia and its significance for U.S. policy. The discussion of the illicit drug business breaks little new ground and misses important post-cartel dynamics such as the FARC's increased downstream participation in the business as traders and even exporters. On the other hand military-strategic topics such as the guerrillas' force structure and power seeking strategies, the military requirements for countering the growing guerrilla threat, and the implications of Colombia's civil conflict for regional stability are handled quite successfully. The authors point to the sometimes competing imperatives of drug-fighting and counter-insurgency--a difficulty epitomized by the dysfunctional coca spraying campaign--and argue correctly that U.S. policy should give priority to strengthening Colombian state institutions,including the military.(They might have recalled the example of Peru, which suspended eradication of coca at the end of the 1980s to garner rural support for the fight against Sendero,) The discussion of alternative Colombian futures is gloomy but thought-provoking and well worth the attention of Colombia specialists and policymakers. A scenario that might have been mentioned is the devolution of the FARC, or parts of the movement, into a preeminently criminal organization with a scaled down political agenda--seeking, perhaps, a free hand to traffic in drugs within defined spheres while acknowledging the overall authority of the Colombian state.
Book Description
This digital document is a journal article from Journal of High Technology Management Research, published by Elsevier in 2004. The article is delivered in HTML format and is available in your Amazon.com Media Library immediately after purchase. You can view it with any web browser.
Description:
In the pharmaceutical industry, strategic alliances extend worldwide. In this exploratory empirical study of 55 large firms and 54 small firms that are parties to strategic alliances, we investigate the motivations for strategic alliances among small and large licensees and licensors. The findings show that, contrary to expectations, a third of the licensees are small firms. Small biotech firms are more likely motivated by R&D time-span reduction than larger firms seeking strategic alliances. The findings imply that the motivations for strategic alliances in this industry change with time. Unlike in the 1980s, market access was a major motivation for strategic alliances for licensors in early 1990s. Further, compared to the 1980s, the findings show that the need for risk reduction was a more important reason for strategic alliances in the early 1990s. A conclusion of this study is that the ''theory of strategic behavior'' and ''the theory of synergy,'' along with firm size and ownership of technology, are collectively able to explain strategic alliances in this industry. New propositions are offered to stimulate future investigations.
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Strategic Synergy (Management Readers)
Andrew Campbell , and
Kathleen Sommers Luchs
Manufacturer: Butterworth-Heinemann
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ASIN: 0750605219 |
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This is the second edition of an outstanding collection of readings on synergy. Fully updated with new readings and a new introduction, and with editorial comment throughout, the book assembles the writings of the top management thinkers on corporate strategy, including Ansoff, Moss Kanter and Porter, and presents their views on how companies create synergy through building and sharing capabilities.
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Synergy
Andrew Campbell , and
Michael Goold
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Labour Unions, Public Policy and Economic Growth
Tapio Palokangas
Manufacturer: Cambridge University Press
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ASIN: 0521663237 |
Book Description
Collective bargaining is still the main vehicle worldwide for labor to negotiate with management in both the public and private sectors. This book presents a new theoretical model of union bargaining. It challenges the commonly held view that collective bargaining has a negative impact on economic welfare and argues that with the existence of market failure, collective bargaining can be welfare enhancing. This book will be a research resource for scholars, professionals and policymakers and supplementary reading for upper-level courses in labor economics, public economics, game theory and international economics.
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- Principles and Practices of Electrical epilation
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Principles and Practices of Electrical Epilation
Sheila Godfrey
Manufacturer: Butterworth-Heinemann
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Electrolysis Thermolysis and the Blend: The Principles and Practice of Permanent Hair Removal
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Milady's Hair Removal Techniques: A Comprehensive Manual
ASIN: 0750652268 |
Book Description
Written for the practising electrolysist and student 'The Principles and Practice of Electrical Epilation' covers all aspects of electro-epilation and takes into account recent changes and advances in training and technology during the past decade.
This new edition brings these changes into focus. Topics covered in the third edition of this book include:
* improved standards of training
* the Blend technique of electro-epilation
* the development of pre-sterilized disposable needles
* training
* health and safety at work.
A knowledge of endocrinology, the structure and growth cycle of hair, the skin, hygiene, electricity and basic first aid is essential to an understanding of why hair growth occurs, and this problem - which causes distress to very many people - can be treated both safely and efficiently. The book covers all these topics, and also gives advance on how to set up your own practice.
Completely revised and updated
Hugely successful previous edition
Invaluable for students and practitioners alike!
Customer Reviews:
Principles and Practices of Electrical epilation.......2007-07-28
As one of the most recent publications on professional epilation, it was up-to-date and well written. There are a number of chapters to do with running a business in Great Britain which are of no value to those operating elsewhere and chapters regarding general first aid and marketing which are not necessary. Otherwise, I found it a very good text, easy to read and comprehend.
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The Real Thing: Performance, Hysteria, and Advertising
Mady Schutzman
Manufacturer: Wesleyan
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ASIN: 0819563706 |
Book Description
A provocative investigation of the links between contemporary advertising images and 19th-century medical discourse.
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- Be Your Own Strategy Consultant: Demystifying Strategic Thinking
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