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Balanced scorecard evolution : a dynamic approach to strategy execution  Cover Image Book Book

Balanced scorecard evolution : a dynamic approach to strategy execution / Paul R. Niven.

Niven, Paul R. (Author).

Summary:

"The best plan is useless without effective execution The future of business has become so unpredictable that your five-year plan may be irrelevant next week. To succeed in the modern market, you must constantly assess your progress and adapt on the fly. Agility, flexibility, continual learning, and adaptation are the new rules of business success. A differentiating strategy is crucial, but it will only lead to competitive advantage if you execute it flawlessly. You'll succeed only if you have the right insight for strategic planning and the agility to execute your plan.Balanced Scorecard Evolution: A Dynamic Approach to Strategy Execution provides the latest theory and practice from strategic planning, change management, and strategy execution to ensure your business is flexible, future ready, and primed for exceptional execution. Author Paul R. Niven guides you through the new principles of The Balanced Scorecard and shows you how to apply them to your planning and strategy execution endeavors. Read case studies that illustrate the theory and practice of strategic agility and execution Learn how to create the objectives, measures, targets, and strategic initiatives that can make your plan a reality Use the latest change management techniques to boost strategy execution success Gain the knowledge and tools you need to face your challenges head-on Motivate your employees to change behaviors toward plan accommodation Making a plan isn't enough. You must actually take steps to implement your plan, and this requires excellent leadership skills. Change can be hard, and your organization may be resistant. Balanced Scorecard Evolution: A Dynamic Approach to Strategy Execution provides everything you need to make things happen"-- Provided by publisher.
"Balanced Scorecard Evolution: A Dynamic Approach to Strategy Execution provides the latest theory and practice from strategic planning, change management, and strategy execution to ensure your business is flexible, future ready, and primed for exceptional execution. Author Paul R. Niven guides you through the new principles of The Balanced Scorecard and shows you how to apply them to your planning and strategy execution endeavors"-- Provided by publisher.

Record details

  • ISBN: 9781118726310 (hardback)
  • Physical Description: xvi, 352 pages : illustrations ; 23 cm.
  • Publisher: Hoboken, New Jersey : Wiley, [2014]

Content descriptions

General Note:
Includes index.
Subject: Organizational effectiveness.
Strategic planning.
Organizational change.
Balanced scorecard (Management)

Available copies

  • 2 of 2 copies available at Legislative Library.

Holds

  • 0 current holds with 2 total copies.
Show All Copies
Location Call Number / Copy Notes Barcode Shelving Location Holdable? Status Due Date
Legislative Library, Vaughan Street HD 58.9 Niv c.1 (Text) 36970100156373 General Collection Volume hold Available -
Legislative Library, Vaughan Street HD 58.9 Niv c.2 (Text) 36970100156381 General Collection Volume hold Available -

Preface ix
Acknowledgments xv
Chapter 1 What Exactly Is a Balanced Scorecard? 1(28)
Origins, and a Brief History, of the Balanced Scorecard
1(2)
Balanced Scorecard Perspectives
3(4)
What Is a Balanced Scorecard?
7(7)
Telling the Story of Your Strategy through Cause and Effect
14(4)
Key Balanced Scorecard Questions and Answers
18(9)
Notes
27(2)
Chapter 2 Just Like the Boy Scouts: Be Prepared 29(66)
First Things First: Why Are You Developing a Balanced Scorecard?
29(1)
Answering the Question: Why the Balanced Scorecard and Why Now?
30(3)
Possible Reasons for Launching a Balanced Scorecard
33(2)
Send Yourself a Postcard from the Future
35(1)
Start with a Provocative Action
36(2)
Overcoming Skepticism
38(1)
Benefits of a Guiding Rationale
39(1)
Where Do We Build the Balanced Scorecard?
40(1)
Criteria for Choosing an Appropriate Organizational Unit
41(4)
Executive Sponsorship: A Critical Element of Any Balanced Scorecard Program
45(6)
Sponsorship Advice for Executives
51(2)
Your Balanced Scorecard Team
53(12)
Managing the Balanced Scorecard on an Ongoing Basis: The Office of Strategy Management
65(1)
Functions of the Office of Strategy Management
66(5)
Your Balanced Scorecard Development Plan
71(6)
Be Fast, but Be Thoughtful in Your Approach
77(2)
Developing a Communication Plan to Support Your Balanced Scorecard Initiative
79(9)
Final Assessments to Make Before You Begin Building a Balanced Scorecard
88(4)
Notes
92(3)
Chapter 3 Balanced Scorecard Building Blocks: Mission, Vision, and Strategy 95(25)
Mission
95(10)
Vision
105(6)
Vision Statements and the Balanced Scorecard
111(2)
Strategy
113(6)
Strategic Themes
119(1)
Appendix 3A: An Introduction to the Roadmap Strategy Process 120(9)
Roadmap Strategy
121(1)
Four Fundamental Questions You Must Answer When Creating a Strategy
121(3)
The Four Lenses
124(2)
A Strategy to Create True Alignment from Top to Bottom
126(1)
Notes
126(3)
Chapter 4 Conduct Effective and Engaging Workshops 129(30)
Before the Workshop
130(11)
During the Workshop
141(12)
The Role of Executives in Workshops
153(3)
Notes
156(3)
Chapter 5 Building Powerful Strategy Maps That Tell Your Strategic Story 159(62)
What Is a Strategy Map?
159(5)
Why You Need a Strategy Map
164(1)
The Spectrum of Strategic Plans
165(2)
Developing Strategy Map Objectives
167(7)
Developing Objectives for Each of the Four Perspectives
174(9)
Which Value Proposition Is Best?
183(25)
Using Strategic Themes in the Development of a Strategy Map
208(1)
Developing a Shared Understanding with Objective Statements
209(3)
How Many Objectives on a Strategy Map?
212(5)
Notes
217(4)
Chapter 6 Create a Balanced Scorecard of Robust Measures, Meaningful Targets, and Strategic Initiatives 221(48)
What Are Performance Measures?
221(1)
Creating Better Performance Measures
222(7)
Attributes of Effective Performance Measures
229(10)
Measures for Each of the Four Perspectives
239(4)
Recording Your Measures: Creating a Performance Measure Data Dictionary
243(7)
Targets: The Goals That Bring Measures to Life
250(4)
Do You Need All Three Types of Targets?
254(3)
Strategic Initiatives: Projects That Drive Breakthrough Performance
257(9)
Notes
266(3)
Chapter 7 Hold Strategy Execution Meetings So Good, People Actually Want to Attend 269(36)
From Theory to Practice
269(5)
Before the Meeting
274(4)
In the Meeting
278(9)
After the Meeting
287(3)
Reporting Results with Balanced Scorecard Software
290(1)
Criteria for Selecting Software
291(12)
Notes
303(2)
Chapter 8 Let Everyone Demonstrate Their Contribution by Cascading the Balanced Scorecard 305(22)
What Is Cascading?
306(2)
The Search for Meaning
308(1)
The Cascading Process
309(2)
Ensure Understanding of Your Highest-Level Strategy Map and Scorecard before Cascading
311(14)
Notes
325(2)
Chapter 9 Integrating Change Management Techniques to Drive Balanced Scorecard Success 327(14)
Preparing for Scorecard Success
328(3)
When Building the Balanced Scorecard
331(2)
Using the Balanced Scorecard
333(3)
Balanced-Scorecard Implementation Checklists
336(3)
Notes
339(2)
About the Author 341(2)
Index 343


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