The strategy-focused organization
The strategy-focused organization
复制标题
以战略为中心的组织
DOI：
10.1108/sl.2001.26129cab.002
复制
发表时间：
2000
影响因子：
--
通讯作者：
D. Norton
中科院分区：
文献类型：
--
作者：
R. Kaplan;D. Norton
1996年，罗伯特·卡普兰（Robert Kaplan）和大卫·诺顿（David Norton）提出了平衡计分卡（Balanced Scorecard）绩效评价方法，该方法不仅包括传统的财务指标，还包括员工满意度、企业使命和客户忠诚度等定性指标。在《以战略为中心的组织》一书中，他们展示了以下五项原则如何将平衡计分卡从绩效衡量工具转变为创建战略驱动型绩效管理公司的工具：1.把战略转化为行动。使用平衡计分卡以一致、有洞察力和可操作的方式描述和传达战略。2.使组织与战略保持一致。为了使组织战略发挥作用，它们必须在许多职能部门--财务、制造、销售、营销等等--之间建立联系和整合。平衡计分卡可以将这些不同的和分散的职能联系起来。3.使战略成为每个人的日常工作。使用平衡计分卡来教育组织的战略，帮助员工制定个人目标，然后根据他们对业务战略的遵守和执行情况给予补偿。4.使战略成为一个持续的过程。使用平衡计分卡将战略与预算流程联系起来;在管理会议上定期审查战略;并制定学习和调整战略的流程。5.通过行政领导调动变革。通过一种动员、治理和战略管理的方法，高管们可以将新战略和新文化嵌入到他们的管理体系中，创造一个持续的过程来满足今天和明天的战略需求。制定战略是一项奋进。在本摘要中，您将学习如何使战略发挥作用。《面向忙碌管理者的集中知识TM》·www.summary.com第23卷第1期（3部分）第1部分，2001年1月·订单号23-01
In 1996, Robert Kaplan and David Norton introduced the Balanced Scorecard performance measurement method, which included not only traditional financial measures but also such qualitative measures as employee satisfaction, corporate mission and customer loyalty. In The Strategy-Focused Organization, they show how the following five principles transform the Balanced Scorecard from a tool for performance measurement to a tool for creating a strategy-driven performance management company: 1. Translate the strategy into operational terms. Use the Balanced Scorecard to describe and communicate strategy in consistent, insightful, operational terms. 2. Align the organization to the strategy. For organizational strategies to work, they must be linked and integrated across many functions — finance, manufacturing, sales, marketing and so forth. The Balanced Scorecard can link these disparate and dispersed functions. 3. Make strategy everyone’s everyday job. Use the Balanced Scorecard to educate the organization about strategy, help employees develop personal objectives, then compensate them based on their adherence to and implementation of the business’ strategies. 4. Make strategy a continual process. Use the Balanced Scorecard to link strategy to the budget process; review strategy regularly in management meetings; and develop a process for learning and adapting strategy. 5. Mobilize change through executive leadership. Through a method of mobilization, governance and strategic management, executives can embed new strategy and new culture into their management systems, creating a continual process to meet the strategic needs of today and tomorrow. Formulating strategy is one endeavor. In this summary, you will learn how to make strategy work. Concentrated KnowledgeTM for the Busy Executive • www.summary.com Vol. 23, No. 1 (3 parts) Part 1, January 2001 • Order # 23-01