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Alignment | 
 enlarge | Authors: Robert S. Kaplan, David Norton
Publisher: Gestion 2000
Category: Book
Buy New: £51.30
New (4) Used (5) from £51.30
Rating:  1 reviews
Sales Rank: 1739170
Media: Paperback
Number Of Items: 1
Pages: 340
Shipping Weight (lbs): 1.4
Dimensions (in): 8.9 x 6.2 x 1
ISBN: 8496612090
Dewey Decimal Number: 658
EAN: 9788496612099
ASIN: 8496612090
Publication Date: November 30, 2006
Availability: Usually dispatched within 1-2 business days
Shipping: International shipping available
Condition: Ships from U.S.A., to anywhere in the United Kingdom! Orders only take 7-10 days! We specialise in service to the U.K. and only ship airmail.
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| Customer Reviews:
Focus and Coordinate Your Organization's Energies for Better Strategic Execution October 23, 2007
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.
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