In Strategy Maps, Robert S. Kaplan and David P. Norton build on their groundbreaking Balanced Scorecard framework to offer a new visual tool that clearly connects intangible assets with value creation. Drawing from extensive research and insights gathered from Balanced Scorecard adopters around the globe, they present a method for translating elements such as people, customer relationships, and information into measurable business outcomes. The authors demonstrate that implementing an effective strategy hinges on managing four key internal processes - operations, customer relations, innovation, and regulatory and social areas. By mapping these processes to desired performance targets and aligning investments in human, informational, and organizational capital, Strategy Maps provides a practical blueprint for executives aiming to improve organizational performance. This hardcover work, published in 2004 by Harvard Business Review Press, continues to serve as a vital guide for those seeking a clearer path to strategic execution and lasting value creation.
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