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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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Unconventional Wisdom in a Downturn (Spanish version)
Kaplan, Robert S.; Norton, David P.; Friedman, Stewart D.; Krishnamurthy, BV; Erickson, Tamara J.; Stibel, Jeffrey M.; Delgrosso, PeterArticle HBS-F0812DStrategyWhat best practice challenges the conventional wisdom about what to do in a downturn? We put that question to our team of management bloggers at harvardbusiness.org. This article provides an edited selection of their provocative responses.Starting at €8.20
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Suez: The "Water for All" Project
Mutis J.; Rodríguez Badal, Miguel ÁngelCase DG-1509-EStrategySUEZ Environment is a worldwide leader in water-related services, serving 125 million individuals. Although 85% of its current activities are located in Europe and North America, Suez has significant activities in many emerging countries in Central and South America, Asia, Africa and the Middle East. In these countries, the priority is to use an inclusive approach to maintain long-term competitiveness while ensuring significant added-value for it...Starting at €8.20
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Communicating corporate citizenship: MRW and corporate social responsibility (A)
Levy, Jan; Sánchez, Pablo; Rodríguez Badal, Miguel ÁngelCase DG-1375-EStrategyThis case describes the corporate social responsibility (CSR) policy of MRW, Spain's second largest express courier company, and explains how it affects the company's communication policy and business strategy. The case first briefly outlines the history of the company and fills in some background to help understand its current expansion policy. It then gives information about certain management issues that have been considered vital to the organ...Starting at €8.20
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MBA & Co (B): Daniel Callaghan: Finding the right time to start a new business
Carenzo, Mathieu; Rahouadj, Myriam; Davila, AntonioCase E-166-EEntrepreneurship, Finance, Innovation and ChangeHow do you generate a business opportunity that will be attractive to investors? Market, team, competitive advantage, scalability, exit: what are the important criteria that should be used to increase the probability of success when investing in a start-up? What are the differences between a business opportunity and an investment opportunity in an early stage environment?Starting at €5.74
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Coordinación de los sistemas de gestión de calidad, medio ambiente y salud laboral en empresas de servicios
Ricart, Joan Enric; Rodríguez Badal, Miguel ÁngelTechnical Note DGN-601StrategyEn esta nota técnica presentamos las experiencias de Aguas de Barcelona y Grupo Eroski en la coordinación de sus sistemas de gestión.Starting at €8.20