Published by:
Harvard Business Publishing
Length: 5 pages
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Abstract
Governing to make strategy a continual process: it''s the essence of becoming a Strategy-Focused Organization (SFO). In The Strategy-Focused Organizations, Kaplan and Norton outline two important management processes that, together, encompass the fifth SFO principle: planning and budgeting, and feedback and learning. In the three years since the book''s publication, Balanced Scorecard Collaborative research has uncovered seven management processes essential to making strategy a continual process. Read the article to find out more.
About
Abstract
Governing to make strategy a continual process: it''s the essence of becoming a Strategy-Focused Organization (SFO). In The Strategy-Focused Organizations, Kaplan and Norton outline two important management processes that, together, encompass the fifth SFO principle: planning and budgeting, and feedback and learning. In the three years since the book''s publication, Balanced Scorecard Collaborative research has uncovered seven management processes essential to making strategy a continual process. Read the article to find out more.