TY  - BOOK
AU  - Kaplan,Robert S.
AU  - Norton,David P.
TI  - Alignment: using the balanced scorecard to create corporate synergies 
SN  - 1591396905
AV  - HD30.28 .K3543 2006
U1  - 658.4'012 22
PY  - 2006///
CY  - Boston, Mass.
PB  - Harvard Business School Press
KW  - Strategic planning
KW  - Industrial management
KW  - Industrial organization
KW  - Strategic alliances (Business)
KW  - Organizational effectiveness
N1  - Includes bibliographical references and index; Alignment : a source of economic value -- Corporate strategy and structure : historical perspective -- Aligning financial and customer strategies -- Aligning internal process and learning and growth strategies : integrated strategic themes -- Aligning support functions -- Cascading : the process -- Aligning boards and investors -- Aligning external partners -- Managing the alignment process -- Total strategic alignment
N2  - The book explains how to correct organizational misalignment- not only within a company but between the firm and its board of directors, investors, customers, and suppliers. The authors maintain that the responsibility for organizational alignment lies with corporate headquarters. They show how top executives can build a corporate-level strategy map and scorecard that graphically depict their company's "enterprise" value proposition - how the organization creates synergies from its business units - and use the revolutionary Balanced Scorecard management system to set, coordinate, and oversee implementation of high- level strategy
UR  - http://www.loc.gov/catdir/toc/ecip062/2005030504.html
ER  -