Strategy mapping for learning organizations : building agility into your balanced scorecard
著者
書誌事項
Strategy mapping for learning organizations : building agility into your balanced scorecard
Gower, c2011
- : hardback
大学図書館所蔵 全4件
  青森
  岩手
  宮城
  秋田
  山形
  福島
  茨城
  栃木
  群馬
  埼玉
  千葉
  東京
  神奈川
  新潟
  富山
  石川
  福井
  山梨
  長野
  岐阜
  静岡
  愛知
  三重
  滋賀
  京都
  大阪
  兵庫
  奈良
  和歌山
  鳥取
  島根
  岡山
  広島
  山口
  徳島
  香川
  愛媛
  高知
  福岡
  佐賀
  長崎
  熊本
  大分
  宮崎
  鹿児島
  沖縄
  韓国
  中国
  タイ
  イギリス
  ドイツ
  スイス
  フランス
  ベルギー
  オランダ
  スウェーデン
  ノルウェー
  アメリカ
注記
Includes bibliographical references (p. [305]-307) and index
内容説明・目次
内容説明
How can we ensure our strategy will succeed, especially in changing and uncertain times? The answer, as explained in Strategy Mapping for Learning Organizations, is to become a more responsive organization - one that captures its strategy in strategy maps, learns from that strategy and can adapt to deliver results. For anyone involved in managing strategy and performance, applying the powerful strategy mapping techniques will move your balanced scorecard from an operational tool to one of strategy and change. It will help you capture, communicate and manage your strategy more effectively. However, strategy can no longer be simply a top down, annual process. It needs to be more iterative, emergent and involving. Many agile organizations have adopted rolling plans and budgets. To bring greater agility into the wider strategy and performance management processes requires the tools and techniques described in Strategy Mapping for Learning Organizations. Phil Jones provides a detailed guide to developing, rolling out and managing with modern strategy maps and scorecards, building in agility and learning. His book incorporates the latest strategic thinking and models. It places the balanced scorecard in a wider governance context that includes the management of risk and environmental and social responsibility. Fully illustrated with examples from many different organizations, this book will help you deliver your strategy better.
目次
- I: Strategy and Strategy Management
- 1: The Benefits and Principles of Strategy Mapping
- 2: Managing Strategy: A Context of Governance, Strategy and Learning
- 3: Capturing Strategy and Change in Strategy Maps
- II: The Organization's Context
- 4: Exploring the Organization's Context and Value Chain
- 5: Future Thinking: Your Strategy and the Tangible Future
- III: Overall Design
- 6: Strategic Themes
- 7: Designing the Cascade of Strategy Maps
- IV: Detailed Design
- 8: The Questions to Ask when Developing your Strategy Map
- 9: Objectives before Measures
- V: Detailing the Perspectives
- 10: The Customer Perspective and Customer Objectives
- 11: The Financial Perspective and Financial Objectives
- 12: The Environmental and Social Impact Perspective
- 13: The Process Perspective and Process Objectives
- 14: The Learning and Growth Perspective and Objectives
- 15: The Organizational Values Perspective
- 16: The External Perspective
- VI: Alignment
- 17: Aligning Programmes, Projects and Investments in Change
- 18: Aligning Budgets and the Budgeting Process in a Learning Organization
- 19: Representing and Managing Risks in Strategy Maps and Balanced Scorecards
- VII: Communication and Use
- 20: Telling the Story of your Strategy
- 21: Managing with your Strategy Map and Revising your Strategy Map
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