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Published by: Harvard Business Publishing
Published in: "Balanced Scorecard Report", 2004

Abstract

Managing strategy is about managing change. But unless an organization is able to execute change, strategy is worthless. Usually, executives lack a general framework in which to focus their thinking on organizational culture and climate and, in particular, align it to their strategy. But Kaplan and Norton have identified important common elements to mobilize and sustain the process of change and synthesized them into a framework, detailing it as ''organizational capital''.

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Abstract

Managing strategy is about managing change. But unless an organization is able to execute change, strategy is worthless. Usually, executives lack a general framework in which to focus their thinking on organizational culture and climate and, in particular, align it to their strategy. But Kaplan and Norton have identified important common elements to mobilize and sustain the process of change and synthesized them into a framework, detailing it as ''organizational capital''.

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