Execution Premium |  | Authors: Robert S. Kaplan, David P. Norton
Publisher: Harvard Business School Press
Category: Book
List Price: $39.95
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Rating:  10 reviews
Sales Rank: 35059
Media: Hardcover
Edition: 1
Pages: 320
Number Of Items: 1
Shipping Weight (lbs): 1.4
Dimensions (in): 9.2 x 6.3 x 1.3
ISBN: 142212116X
Dewey Decimal Number: 658.4012
EAN: 9781422121160
ASIN: 142212116X
Publication Date: July 14, 2008
Availability: Usually ships in 1-2 business days
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Product Description
In a world of stiffening competition, business strategy is more crucial than ever. Yet most organizations struggle in this area--not with formulating strategy but with executing it, or putting their strategy into action. Owing to execution failures, companies realize just a fraction of the financial performance promised in their strategic plans.
It doesn't have to be that way, maintain Robert Kaplan and David Norton in The Execution Premium. Building on their breakthrough works on strategy-focused organizations, the authors describe a multistage system that enables you to gain measurable benefits from your carefully formulated business strategy. This book shows you how to:
Develop an effective strategy--with tools such as SWOT analysis, vision formulation, and strategic change agendasPlan execution of the strategy--through portfolios of strategic initiatives linked to strategy maps and Balanced ScorecardsPut your strategy into action--by integrating operational tools such as process dashboards, rolling forecasts, and activity-based costing Test and update your strategy--using carefully designed management meetings to review operational and strategic data
Drawing on extensive research and detailed case studies from a broad array of industries, The Execution Premium presents a systematic and proven framework for achieving the financial results promised by your strategy.
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| Customer Reviews:
Showing reviews 1-5 of 10
 Detailed report on linking strategy with operations July 28, 2008
Rolf Dobelli (Switzerland)
8 out of 12 found this review helpful
Senior executives love to plan strategies. They believe this puts them in the exalted company of Napoleon, Sun-Tzu and Clausewitz. Indeed, for CEOs and their corporate colleagues, developing strategy is the heart of executive leadership. Unfortunately, most companies end up with strategies that are not linked to their actual operations. The result? Strategy that is not strategic, since companies are unable to implement it. Strategy experts Robert S. Kaplan and David P. Norton created the Balanced Scorecard and Strategy Maps and have now developed a versatile, six-stage program your corporation can use to mesh its strategy with its operations. Their approach already works for numerous top-flight organizations. getAbstract applauds this outstanding book. It is an exceptionally worthwhile read, especially given its valuable case studies. One caveat: Readers who are not grounded in sophisticated, strategic systems, such as Six Sigma and Balanced Scorecard, will be in over their heads starting on page one.
Ultimate July 4, 2009
João Santos (Espinho, Portugal)
It's a well written book, easy to read, with a great interest in the strategy area.
It combines well the best theories with useful tools to put those theories into practice. Not a surprise... these authors are the best in the matters of srategy. I highly recomend it.
Good Structure - July 24, 2009
Loyd E. Eskildson (Phoenix, AZ.)
Most companies haven't developed a system to develop and execute their strategies, say Kaplan and Norton. In "The Execution Strategy" the authors show that companies using a formal system for implementing strategy consistently outperform their peers. Yet, many companies fail to do so, lacking a framework to link the various elements together.
Kaplan and Norton suggest a six-step process to remedy this, along with an Office of Strategy Management to coordinate activities across functions and business units.
Integrated management begins with managers asking "What business are we in, and why?" Key issues include major changes since last strategizing (external - political, economic, social, technological, environment, and legal; internal - state of human capital, operations, technological; progress of existing strategy), and determination of how we can best compete (niche, customer value proposition, key processes, technological enablers, human capability requirements). Subsequent steps include selecting measures and targets, choosing strategic initiatives (which business process improvements are most critical), aligning support units with business unit and corporate strategies, motivating employees, and monitoring.
The Execution Premium October 16, 2009
Gery Sasko (Chester Springs, PA USA)
Professor Kaplan and Dave Norton once again prove that they understand and appreciate the systemic nuances of business and the value premium of not only having a good plan but marshalling the resources (human and economic) needed to execute and deliver on a plan's promise. Bob Kaplan and David Norton's enthusiasm for work done well is palpable throughout this latest Balanced Scorecard book. I was introduced to the Balanced Scorecard a decade and a half ago in an early Harvard U. training seminar put on by these two. They have never rested on the laurels of a fantastic business idea and continue to advance and refine the Balanced Scorecard system.
Gery Sasko - Principal
Intrafocus Management Consulting
[...]
Great book July 17, 2008
Najeeb Abdullah Al Sharafi (Yemen)
4 out of 9 found this review helpful
This is a wonderful book for Strategic Management. It draws an excellent road map for starting with strategy development through strategy execution and performance management. The stages the book goes through are as follows:
1. Developing the strategy
2. Planning the strategy
3. Aligning organizational units and employees with the strategy
4. Planning operations by setting priorities for process management and allocating resources that will deliver the strategy.
5. Monitoring and learning from operations and strategy
6. Testing and Adapting strategy
The book then closes with a chapter on establishing a function called the the Office of Strategy Management as the new function responsible for the above whole strategic process. A wonderful book and I think it should be part of the MBA Strategic Management and Operations Managmenet course
Showing reviews 1-5 of 10
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