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A New Framework (Spanish version)
Kaplan, Robert S.; Mikes, AnetteArticle HBS-R1206BStrategyRisk management is too often treated as a compliance issue that can be solved by drawing up lots of rules and making sure that all employees follow them. Many such rules, of course, are sensible and do reduce some risks that could severely damage a company. But rules-based risk management will not diminish either the likelihood or the impact of a disaster such as Deepwater Horizon, just as it did not prevent the failure of many financial institut...Starting at €8.20
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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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Stealth Sports - Teaching Note
Estrada, JavierTeaching Note FT-122-EFinanceEarly in 2020, Pamela Taggart, the recently-appointed CFO of Stealth Sports (a non-publicly-trade company), had one overriding task and little time to waste: She needed to estimate a hurdle rate to force some discipline in the decision-making process of the company. Her problem was that unlike some of the companies she had worked for before, Stealth was not publicly traded; that complicated her job but did not make it impossible. This case is des...Starting at €0.00
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The Essential Financial Toolkit: Tool 2 - Mean Returns
Estrada, JavierTechnical Note FN-553-EFinanceThis note discusses three definitions of mean returns and highlights their different interpretations and uses. In many cases, particularly when evaluating risky assets, the concept of "mean return"¿ is meaningless and stating the type of mean return discussed, arithmetic or geometric, is essential. Also, when investors trade actively, their mean return and that of the asset in which they invest may differ, which requires yet another concept, the ...Starting at €8.20
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Project Evaluation in Emerging Markets: Exxon Mobil, Oil, and Argentina - Teaching Note
Estrada, JavierTeaching Note FT-70-EFinanceEarly in 2006 a brief report arrived at Exxon Mobil's headquarters in Irving, Texas, with the results of geological tests in the south of Argentina. The tests determined that the area explored seemed to be rich in oil and that, subject to a proper cost-benefit analysis, it could be worth investing in the necessary production facilities to extract oil from the ground. You have been asked to evaluate this investment opportunity and report to manage...Starting at €0.00
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Fast-Track Profit Model: Creating the New Due-Diligence Process for Mergers and Acquisitions
Kaplan, Robert S.; Anderson, Steven R.Book Chapter HBS-2228BC-EAccounting and ControlIn this chapter, the authors demonstrate how to quickly build a simple Time-Driven Activity-Based Costing model for assessing the attractiveness of a company being considered for acquisition. Using this model during the due-diligence process enables a prospective buyer to identify where profit opportunities exist, how they can be captured, their cost and impact, and whether the organization has the capacity to execute. This chapter is excerpted ...Starting at €8.20