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Good to Great: Why Some Companies Make the Leap… and Others Don’t by Jim Collins and Good to Great and the Social Sectors: A Monograph to Accompany Good to Great by Jim Collins About the Reference Written by Jim Collins, co-author of Built to Last, Good to Great: Why Some Companies Make the Leap… and […]
Executives seeking to focus their organization on mission achievement act with strategic discipline. By committing a significant portion their time and attention to the long-term direction of the organization, executives are more likely to recognize and properly respond to marketplace changes in a way that fully harnesses and focuses their organization’s energy on mission achievement. […]
Strategy Maps: Converting Intangible Assets into Tangible Outcomes by Robert S. Kaplan and David P. Norton About the Reference Strategy Maps: Converting Intangible Assets into Tangible Outcomes by Robert S. Kaplan and David P. Norton reveals how an organization can link performance measures covering the areas of operations, customer relationships, innovation, and regulatory and social […]
Strategic analysis is a critical component of the strategic planning process. An integral part of a company’s evaluation and control program, it provides managers with a comprehensive assessment of the organization’s capabilities and market factors; revealing growth opportunities and vulnerabilities. Armed with this information, managers can more effectively choose from among today’s strategic alternatives to […]
The benefits of vertically cascaded and horizontally shared performance measures are maximized when the related measures share a common set of characteristics. Common construction of vertically cascaded measures enables easy roll-up of lower tiered measures to create higher tiered benchmarks.
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