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Ti-Tech (A)
Shapiro, Benson P.; Gourville, John T.; Cline, Craig E.Caso HBS-508095-EMarketingThis case concerns the selection and scheduling of orders by a small industrial titanium fabricator that recently has been plagued by poor deliveries and a lack of capacity. At the time of the case, Ti-Tech must decide which of four orders to accept, with capacity making it impossible to accept all four. Each order represents a different mix of labor, revenues, and potential future work. The case forces the student to choose among the four orders...Desde 8,20 €
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Plan Operations: Align Process Improvement Programs
Kaplan, Robert S.; Norton, David P.Capítulo de Libro HBS-7690BC-EDirección estratégicaPerformance that depends on the power of individual leaders has generally proven unsustainable over the long term. Unless an organization links its strategy to its governance and operational processes, it won't be able to sustain its successes. This chapter discusses the linkage of strategy to process improvements. This chapter is excerpted from "Execution Premium: Linking Strategy to Operations for Competitive Advantage."Desde 8,20 €
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Introduction: Linking Strategy to Operations for Competitive Advantage
Kaplan, Robert S.; Norton, David P.Capítulo de Libro HBS-7678BC-EDirección estratégicaIn spite of increased adoption of strategy execution systems in recent years, strategy development and the links between strategy and operations remain ad hoc, varied, and fragmented. Having a comprehensive and integrated management system-with the Balanced Scorecard at its core-can help companies overcome the difficulties and frustration that most of them experience when attempting to implement their strategies. This chapter is excerpted from "...Desde 8,20 €
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Aligning Organizational Units and Employees: A Critical Step in the Strategy Execution Process
Kaplan, Robert S.; Norton, David P.Capítulo de Libro HBS-7688BC-EDirección estratégicaA truly effective management system for aligning business unit strategy with operations must address how strategy is integrated across diverse organizational units, and how to align employees with the strategy. This chapter describes the best practices companies use to align business units, support units, and employees to strategy. This chapter is excerpted from "Execution Premium: Linking Strategy to Operations for Competitive Advantage."Desde 8,20 €
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Plan the Strategy: Aligning the Organization for Effective Strategy Execution
Kaplan, Robert S.; Norton, David P.Capítulo de Libro HBS-7686BC-EDirección estratégicaThe process of planning an organization's strategy converts statements of strategic direction into specific objectives, measures, targets, initiatives, and budgets that guide action and align the organization for effective strategy execution. This chapter addresses the translation of the strategy into a strategy map, built around strategic themes, and an associated Balanced Scorecard of measures and targets for each of the map's strategic objecti...Desde 8,20 €
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Develop the Strategy: The Starting Point for Strategy Execution
Kaplan, Robert S.; Norton, David P.Capítulo de Libro HBS-7685BC-EDirección estratégicaHaving a comprehensive and integrated management system, with the Balanced Scorecard at its core, can help companies through the strategy execution process. This chapter contains a detailed description of the first steps in the strategy development process: clarifying the organization's mission, values, and vision; conducting strategic analyses; and formulating the strategy. This chapter is excerpted from "Execution Premium: Linking Strategy to ...Desde 8,20 €
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Plan Operations: Sales Forecasts, Resource Capacity, and Dynamic Budgets
Kaplan, Robert S.; Norton, David P.Capítulo de Libro HBS-7689BC-EDirección estratégicaThis chapter presents an integrated approach for linking the strategic plan to forecasts for spending on operating and capital resources, which accounts for the vast majority of overall corporate spending. This process ensures that resource capacity, operational plans, and budgets reflect the direction and needs of the strategy. This chapter is excerpted from "Execution Premium: Linking Strategy to Operations for Competitive Advantage."Desde 8,20 €
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Ti-Tech (B)
Shapiro, Benson P.; Gourville, John T.Caso HBS-508096-EMarketingThis case concerns the selection and scheduling of orders by a small industrial titanium fabricator that recently has been plagued by poor deliveries and a lack of capacity. At the time of the case, Ti-Tech must decide which of four orders to accept, with capacity making it impossible to accept all four. Each order represents a different mix of labor, revenues, and potential future work. The case forces the student to choose among the four orders...Desde 5,74 €
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Strategic Initiatives: Launching the Strategy into Motion
Kaplan, Robert S.; Norton, David P.Capítulo de Libro HBS-7687BC-EDirección estratégicaStrategic initiatives are the collections of short-term discretionary projects and programs, outside the organization's day-to-day operational activities, that are designed to help the organization achieve its targeted performance. They also help accelerate an organizational mass into action and overcome inertia and resistance to change. This chapter discusses three processes involved in managing a portfolio of strategic initiatives: selecting in...Desde 8,20 €
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Operational and Strategy Review Meetings: Keeping the Organization on a Strategic Trajectory for Breakthrough Performance
Kaplan, Robert S.; Norton, David P.Capítulo de Libro HBS-7691BC-EDirección estratégicaWith strategy and operational plans in place, the enterprise embarks on executing the strategy: producing and delivering products and services to customers, implementing initiatives, and improving processes. However, like mission control after a spaceship has been launched, the enterprise needs to continually monitor and adjust its performance to achieve strategic objectives. Managers guide the enterprise by holding a structured set of meetings t...Desde 8,20 €