You are previewing Alignment: Using the Balanced Scorecard to Create Corporate Synergies.
O'Reilly logo
Alignment: Using the Balanced Scorecard to Create Corporate Synergies

Book Description

Most organizations consist of multiple business and support units, each populated by highly trained, experienced executives. But often the efforts of individual units are not coordinated, resulting in conflicts, lost opportunities, and diminished performance.

Robert S. Kaplan and David P. Norton argue that the responsibility for this critical alignment lies with corporate headquarters. In this book, the authors apply their revolutionary Balanced Scorecard management system to corporate-level strategy, revealing how highly successful enterprises achieve powerful synergies by explicitly defining corporate headquarters’ role in setting, coordinating, and overseeing organizational strategy.

Based on extensive field research in organizations worldwide, Alignment shows how companies can build an enterprise-level Strategy Map and Balanced Scorecard that clearly articulate the “enterprise value proposition”: how the enterprise creates value above that achieved by individual business units operating alone. The book provides case studies, actionable frameworks, and sample scorecards that show how to align business and support units, boards of directors, and external partners with the corporate strategy and create a governance process that will ensure that alignment is sustained.

The next breakthrough in strategy execution from the field’s premier thinkers, Alignment shows how today’s companies can unlock unrealized value from enterprise synergies.

Table of Contents

  1. Title Page
  2. Copyright Page
  3. Table of Contents
  4. PREFACE
  5. ACKNOWLEDGMENTS
  6. NOTES
  7. CHAPTER ONE - ALIGNMENT A SOURCE OF ECONOMIC VALUE
    1. ALIGNMENT MATTERS
    2. ENTERPRISE-DERIVED VALUE
    3. THE ALIGNMENT SEQUENCE
    4. MANAGING ALIGNMENT AS A PROCESS
    5. CASE STUDY: SPORT-MAN INC.
    6. SUMMARY
    7. NOTES
  8. CHAPTER TWO - CORPORATE STRATEGY AND STRUCTURE HISTORICAL PERSPECTIVE
    1. ALIGNING STRUCTURE WITH STRATEGY
    2. BALANCED SCORECARD: A SYSTEM FOR ALIGNING CORPORATE STRATEGY AND STRUCTURE
    3. NOTES
  9. CHAPTER THREE - ALIGNING FINANCIAL AND CUSTOMER STRATEGIES
    1. FINANCIAL SYNERGIES: THE HOLDING COMPANY MODEL
    2. CASE STUDY: AKTIVA
    3. CASE STUDY: NEW PROFIT INC.
    4. FINANCIAL SYNERGIES: CORPORATE BRANDS AND THEMES
    5. CASE STUDY: INGERSOLL-RAND
    6. SYNERGIES FROM SHARED CUSTOMERS
    7. CASE STUDY: MEDIA GENERAL
    8. SYNERGIES FROM A COMMON CUSTOMER VALUE PROPOSITION
    9. CASE STUDY: HILTON HOTELS
    10. CASE STUDY: CITIZEN SCHOOLS
    11. SUMMARY
    12. NOTES
  10. CHAPTER FOUR - ALIGNING INTERNAL PROCESS AND LEARNING AND GROWTH STRATEGIES: INTEGRATED STRATEGIC THEMES
    1. SYNERGIES FROM SHARED PROCESSES AND SERVICES
    2. CASE STUDY: BANK OF TOKYO-MITSUBISHI (HQA)
    3. SYNERGIES FROM VALUE-CHAIN INTEGRATION
    4. CASE STUDY: MARRIOTT VACATION CLUB (MVCI)
    5. SYNERGIES FROM LEVERAGING INTANGIBLE ASSETS
    6. CASE STUDY: IBM LEARNING
    7. INTEGRATION USING CORPORATE STRATEGIC THEMES
    8. CASE STUDY: DUPONT ENGINEERING POLYMERS DIVISION
    9. CASE STUDY: ROYAL CANADIAN MOUNTED POLICE
    10. CASE STUDY: SALMON RECOVERY IN WASHINGTON STATE
    11. SUMMARY
    12. NOTES
  11. CHAPTER FIVE - ALIGNING SUPPORT FUNCTIONS
    1. SUPPORT UNIT PROCESSES
    2. SUPPORT UNIT STRATEGIES
    3. PORTFOLIO OF STRATEGIC SERVICES
    4. CASE STUDY: THE HANDLEMAN CORPORATION
    5. ALIGNING THE SUPPORT ORGANIZATION
    6. CASE STUDY: HUMAN RESOURCES AT INGERSOLL-RAND
    7. CASE STUDY: LOCKHEED MARTIN ENTERPRISE INFORMATION SYSTEMS
    8. CASE STUDY: HANDLEMAN FINANCE DEPARTMENT
    9. CLOSING THE LOOP
    10. EXTENSIONS
    11. SUMMARY
    12. NOTES
  12. CHAPTER SIX - CASCADING THE PROCESS
    1. FRANCHISE OPERATIONS: TOP-DOWN COMMON VALUE PROPOSITIONS
    2. HOLDING COMPANIES: BOTTOM-UP
    3. HYBRID CASCADING PROCESSES
    4. TOP-DOWN CASE STUDY: U.S. ARMY
    5. TOP-TO-MIDDLE AND MIDDLE-TO-TOP CASE STUDY: MDS CORPORATION
    6. CAN BUSINESS UNITS GO FIRST?
    7. MIDDLE-TO-TOP-DOWN: THE BANK OF TOKYO-MITSUBISHI, HEADQUARTERS FOR THE AMERICAS
    8. SUMMARY
  13. CHAPTER SEVEN - ALIGNING BOARDS AND INVESTORS
    1. GOVERNANCE 101
    2. LIMITED TIME, LIMITED KNOWLEDGE
    3. USING THE BALANCED SCORECARD IN BOARD GOVERNANCE
    4. ALIGNING INVESTORS AND ANALYSTS
    5. SUMMARY
    6. NOTES
  14. CHAPTER EIGHT - ALIGNING EXTERNAL PARTNERS
    1. SUPPLIER SCORECARDS
    2. A SUPPLY-CHAIN BALANCED SCORECARD
    3. CUSTOMER SCORECARDS
    4. ALLIANCE SCORECARDS
    5. MERGER INTEGRATION
    6. SUMMARY
    7. NOTES
  15. CHAPTER NINE - MANAGING THE ALIGNMENT PROCESS
    1. CREATING ALIGNMENT
    2. MANAGING AND SUSTAINING ALIGNMENT
    3. ACCOUNTABILITY
    4. SUMMARY
    5. NOTES
  16. CHAPTER 10 - TOTAL STRATEGIC ALIGNMENT
    1. STRATEGIC FIT
    2. ORGANIZATION ALIGNMENT
    3. HUMAN CAPITAL ALIGNMENT
    4. PLANNING AND CONTROL SYSTEMS ALIGNMENT
    5. ALIGNING HUMAN CAPITAL
    6. ALIGNING PLANNING, OPERATIONS, AND CONTROL SYSTEMS
    7. SUMMARY
    8. NOTES
  17. INDEX
  18. ABOUT THE AUTHORS