Cost and Effect is written for the general manager, and explains activity-based costing systems. It focuses on creating integrated, knowledge-based systems that provide managers with meaningful information, not just data.
The authors of "The Balanced Scorecard" and "The Strategy-Focused Organization" present a blueprint any organization can follow to align processes, people, and information technology for superior performance.
In a world of stiffening competition, business strategy is more crucial than ever. Yet most organizations struggle in this area--not with formulating strategy but with executing it, or putting their strategy into action. Owing to execution failures, companies realize just a fraction of the financial performance promised in their strategic plans.It doesn't have to be that way, maintain Robert Kaplan and David Norton in The Execution Premium . Building on their breakthrough works on strategy-focused organizations, the authors describe a multistage system that enables you to gain measurable benefits from your carefully formulated business strategy. This book shows you how to:Develop an effective strategy --with tools such as SWOT analysis, vision formulation, and strategic change agendasPlan execution of the strategy --through portfolios of strategic initiatives linked to strategy maps and Balanced ScorecardsPut your strategy into action --by integrating operational tools such as process dashboards, rolling forecasts, and activity-based costingTest and update your strategy --using carefully designed management meetings to review operational and strategic dataDrawing on extensive research and detailed case studies from a broad array of industries, The Execution Premium presents a systematic and proven framework for achieving the financial results promised by your strategy.
This book, authored by the creators of the Balanced Scorecard, illustrates how managers can effectively utilize this innovative tool to engage their teams in achieving the company's mission. Beyond a mere measurement system, the Balanced Scorecard serves as a comprehensive management framework that harnesses the skills and knowledge of employees to reach long-term strategic objectives. Kaplan and Norton highlight its application by senior executives across various industries, including banking and retail, demonstrating how it guides current performance while setting targets for the future. They explain how to leverage metrics in four key areas—financial performance, customer insights, internal processes, and learning and growth—to align initiatives across individuals and departments, and to discover new processes that fulfill customer and shareholder needs. The authors also discuss using the Balanced Scorecard as a dynamic learning tool for testing and refining organizational strategies. They provide actionable steps for managers to create their own Balanced Scorecard. Ultimately, this framework encourages companies to focus on long-term investments in customers, employees, and innovation, transforming the approach to measuring and managing business success.
The creators of the Balanced Scorecard apply their proven approach to corporate level strategy and offer a framework for aligning all of a company's individual business units with the organizations' overall strategy to ensure optimal business performance.
The creators of the Balanced Scorecard apply their proven approach to corporate level strategy and offer a framework for aligning all of a company's individual business units with the organizations' overall strategy to ensure optimal business performance.
Presents a textbook designed for undergraduate and MBA courses in managerial accounting. Uses real-life cases as examples for study
Suitable for upper level advanced management or cost accounting courses at the undergraduate or MBA/graduate level, this book provides treatment of innovative management accounting issues used by major companies throughout the world. It takes a systematic management-oriented approach to management topics. Each chapter is accompanied by cases.
Die Top-Autoren befassen sich mit der Frage, wie Unternehmensstrategien bis an die Basis von Organisationen getragen werden können. Kaplan und Norton identifizieren fünf zentrale Prinzipien für den Aufbau einer strategiekonformen Unternehmensführung: Die Strategie ist verständlich zu kommunizieren. Die Organisation ist auf die Strategie auszurichten. Die Strategie ist so umzusetzen, dass sie von jedem Mitglied des Unternehmens jeden Tag gelebt wird. Sie ist als kontinuierlicher Prozess einzubauen. Der Wandel ist durch starke und effiziente Führung zu mobilisieren. Konkrete Unternehmensbeispiele aus der privaten und öffentlichen Wirtschaft zeigen, wie diese Prinzipien umgesetzt werden können, um nachhaltige Erfolge zu erzielen. Die amerikanische Originalausgabe wurde von Prof. Dr. Péter Horváth und Damir Kralj übersetzt und von Cap Gemini Ernst & Young im Jahr 2000 als 'Best International Book on Business Administration' ausgezeichnet.
Mit der Balanced Scorecard Synergien schaffen
„Alignment“ heißt so viel wie „Ausrichtung an der Unternehmensstrategie“. In ihrem neuen Bestseller machen die Strategie-Vordenker transparent, wie das Unternehmen durch Ausnutzung von Synergien Werte schafft, die den Wert der einzelnen Unternehmenseinheiten bei weitem übersteigen. Balanced Scorecards und Strategy Maps bilden dabei die Eckpfeiler. In den verschiedenen Unternehmensebenen angewandt, geben sie Aufschluss über die Wertbeiträge der einzelnen Einheiten. Viele Fallstudien und Beispiele zeigen, wie die Aktivitäten von Geschäfts- und Supporteinheiten, Vorständen und externen Partnern mit der Unternehmensstrategie in Einklang gebracht werden.
