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Introduction: Linking Strategy to Operations for Competitive Advantage
Kaplan, Robert S.; Norton, David P.Book Chapter HBS-7678BC-EStrategyIn 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 "...Starting at €8.20
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Plan the Strategy: Aligning the Organization for Effective Strategy Execution
Kaplan, Robert S.; Norton, David P.Book Chapter HBS-7686BC-EStrategyThe 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...Starting at €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.Book Chapter HBS-7688BC-EStrategyA 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."Starting at €8.20
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Plan Operations: Align Process Improvement Programs
Kaplan, Robert S.; Norton, David P.Book Chapter HBS-7690BC-EStrategyPerformance 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."Starting at €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.Book Chapter HBS-7691BC-EStrategyWith 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...Starting at €8.20
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Dynamically Balancing Supply and Demand: Driving Innovation to the Core
Skarzynski, Peter; Gibson, RowanBook Chapter HBS-5107BC-EStrategyTo build and sustain a robust innovation capability, your company needs to carefully manage both the supply and demand side of innovation. This chapter describes specific principles and techniques for dynamically managing this important equation. This chapter is excerpted from "Innovation to the Core: A Blueprint for Transforming the Way Your Company Innovates."Starting at €8.20
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Managing and Multiplying Resources: Maximizing the Return on Innovation
Skarzynski, Peter; Gibson, RowanBook Chapter HBS-5109BC-EStrategyWithin most organizations, there are formidable barriers that prevent would-be innovators from getting access to the talent and capital they need to execute their ideas. This chapter looks at examples of companies that have successfully overcome barriers to funding radical innovation by instituting processes that help them effectively manage and multiply available resources. This chapter is excerpted from "Innovation to the Core: A Blueprint for...Starting at €8.20
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Constructing an Innovation Architecture
Skarzynski, Peter; Gibson, RowanBook Chapter HBS-5110BC-EStrategyWhile you need a lot of ideas and experiments to increase your chances of success, you also want your company's innovation efforts to accumulate over time so that you can build a defensible and differentiated competitive position in the marketplace. This chapter explains how your company can effectively build and deploy an innovation architecture to create a powerful strategy for revolutionizing your industry. This chapter is excerpted from "Inn...Starting at €8.20
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Innovating Across the Business Model
Skarzynski, Peter; Gibson, RowanBook Chapter HBS-5112BC-EStrategySome of the most successful innovations of our time have been business model innovations that break from company or industry norms in meaningful and sometimes radical ways. This chapter shows you how to take your company's business model apart and consider each component as an opportunity for game-changing innovation. This chapter is excerpted from "Innovation to the Core: A Blueprint for Transforming the Way Your Company Innovates."Starting at €8.20
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Producing a Torrent of New Opportunities: Enhancing the Innovation Pipeline
Skarzynski, Peter; Gibson, RowanBook Chapter HBS-5113BC-EStrategyThis chapter outlines five design rules for enlarging and enhancing your innovation pipeline so that it becomes capable of pumping out a continual flow of wealth-creating new products, services, strategies, and businesses. This chapter is excerpted from "Innovation to the Core: A Blueprint for Transforming the Way Your Company Innovates."Starting at €8.20