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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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Telefónica: 95 Years of Innovation
Prats, Mª Julia; Bria, Vittoria EmanuelaCase E-217-EEntrepreneurship, Innovation and ChangeIt was another hot sunny day in Madrid. Miguel Arias was sitting in his office. On the Global Entrepreneurship Director's desk was a list of questions to address during an interview that afternoon. It had been a long road to open innovation in Telefónica, characterized by the many challenges the company faced: innovation in products, the rise of new competitors in new economies; as well as by the many goals reached, especially in the last ten yea...Starting at €8.20
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Pentagram: The Craft of Design - Teaching Note
Mitchell, Jordan; Prats, Mª JuliaTeaching Note ET-14-EEntrepreneurshipPentagram a multi-disciplinary design firm with 19 partners in five offices (London, Berlin, New York, San Francisco and Austin) is considered to be the "Rolls-Royce of Design" by its peers. The company¹s growth is based on adding well-known designers who in turn bring in business under the Pentagram name. The group is facing tremendous competitive pressure from integrated advertising conglomerates such as WPP, Omnicom and Interpublic. Twenty...Starting at €0.00
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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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Altair (A): The Start of a Management Consulting Firm
Martínez, Juan Carlos; Prats, Mª JuliaCase E-147-EEntrepreneurshipOn December 15, 2009, following a long discussion, Juan Carlos Martínez accompanied one of his Advisory Board members to the door. While returning to the office to tidy his desk, he thought about the last words said to him: "Remember what we ended up invoicing in 2008, in the middle of the crisis. You and I both know how hard it was to get there... Of course we can make it happen again." Juan Carlos was definitely thinking along the same lines, b...Starting at €8.20
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Telefónica: 95 años de innovación
Prats, Mª Julia; Bria, Vittoria EmanuelaCase E-217Entrepreneurship, Innovation and ChangeEra otro soleado y caluroso día en Madrid. Miguel Arias se encontraba en su oficina. En el escritorio del director global de Emprendimiento había una lista de preguntas que debería abordar durante una entrevista aquella tarde. El área de Innovación Abierta [Open Innovation] de Telefónica había recorrido un largo camino, caracterizado por los numerosos retos a los que se enfrentaba la compañía -la innovación en productos o el surgimiento de nuevos...Starting at €8.20