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Strategy Maps: Converting Intangible Assets into Tangible Outcomes by David P. Norton, Robert Kaplan

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C H A P T E R    E L E V E N

CUSTOMIZING YOUR STRATEGY MAP TO YOUR STRATEGY

WE HAVE NOW IDENTIFIED the full set of internal process and learning and growth objectives that are the foundation for any strategy. No organization can hope to excel at every single objective discussed in the earlier chapters. Also, the internal processes differ in priorities depending upon the strategy. For example, a company competing on product leadership should highlight innovation processes as the most important, while a company competing on low cost will emphasize operations management processes. But even beyond the relative emphasis on a particular set of internal processes for a particular strategy, all organizational processes should be aligned to deliver on ...

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