For anyone involved in strategy and performance, Strategy Mapping for Learning Organizations is a detailed guide to developing, rolling out and managing strategy. It incorporates the latest strategic thinking on strategy maps and modern balanced scorecards. Illustrated by examples from both commercial and not for profit organizations, it explains t
For anyone involved in strategy and performance, Strategy Mapping for Learning Organizations is a detailed guide to developing, rolling out and managing strategy. It incorporates the latest strategic thinking on strategy maps and modern balanced scorecards. Illustrated by examples from both commercial and not for profit organizations, it explains t
Phil Jones has helped organizations improve how they manage strategy and performance in the UK, Europe, US and Far East, including organizations in sectors as diverse as Banking, Charities, Manufacturing, Local Government, Utilities, Social Care, Retail, Health, Defence and Professional Services. They have ranged from start-ups to multi-national listed organizations. Phil is a consultant, author and speaker on strategy, performance and behaviour in organisations. He worked for Norton & Kaplan (authors of the original balanced scorecard books) for over four years and now runs his own research based consultancy, Excitant Ltd.
Inhaltsangabe
I: Strategy and Strategy Management 1: The Benefits and Principles of Strategy Mapping 2: Managing Strategy: A Context of Governance, Strategy and Learning 3: Capturing Strategy and Change in Strategy Maps II: The Organization's Context 4: Exploring the Organization's Context and Value Chain 5: Future Thinking: Your Strategy and the Tangible Future III: Overall Design 6: Strategic Themes 7: Designing the Cascade of Strategy Maps IV: Detailed Design 8: The Questions to Ask when Developing your Strategy Map 9: Objectives before Measures V: Detailing the Perspectives 10: The Customer Perspective and Customer Objectives 11: The Financial Perspective and Financial Objectives 12: The Environmental and Social Impact Perspective 13: The Process Perspective and Process Objectives 14: The Learning and Growth Perspective and Objectives 15: The Organizational Values Perspective 16: The External Perspective VI: Alignment 17: Aligning Programmes, Projects and Investments in Change 18: Aligning Budgets and the Budgeting Process in a Learning Organization 19: Representing and Managing Risks in Strategy Maps and Balanced Scorecards VII: Communication and Use 20: Telling the Story of your Strategy 21: Managing with your Strategy Map and Revising your Strategy Map
I: Strategy and Strategy Management 1: The Benefits and Principles of Strategy Mapping 2: Managing Strategy: A Context of Governance, Strategy and Learning 3: Capturing Strategy and Change in Strategy Maps II: The Organization's Context 4: Exploring the Organization's Context and Value Chain 5: Future Thinking: Your Strategy and the Tangible Future III: Overall Design 6: Strategic Themes 7: Designing the Cascade of Strategy Maps IV: Detailed Design 8: The Questions to Ask when Developing your Strategy Map 9: Objectives before Measures V: Detailing the Perspectives 10: The Customer Perspective and Customer Objectives 11: The Financial Perspective and Financial Objectives 12: The Environmental and Social Impact Perspective 13: The Process Perspective and Process Objectives 14: The Learning and Growth Perspective and Objectives 15: The Organizational Values Perspective 16: The External Perspective VI: Alignment 17: Aligning Programmes, Projects and Investments in Change 18: Aligning Budgets and the Budgeting Process in a Learning Organization 19: Representing and Managing Risks in Strategy Maps and Balanced Scorecards VII: Communication and Use 20: Telling the Story of your Strategy 21: Managing with your Strategy Map and Revising your Strategy Map
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