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Abstract
Ingersoll-Rand knew it was more than just a bewildering jumble of product lines. But how to prove that to investors and customers? From 2000 to 2002, the company defined and executed a bold new strategy that hinged on leaders'' ability to work toward the good of the entire enterprise - not just their own business lines. The balanced scorecard proved instrumental in driving cross-boundary thinking and acting.
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Abstract
Ingersoll-Rand knew it was more than just a bewildering jumble of product lines. But how to prove that to investors and customers? From 2000 to 2002, the company defined and executed a bold new strategy that hinged on leaders'' ability to work toward the good of the entire enterprise - not just their own business lines. The balanced scorecard proved instrumental in driving cross-boundary thinking and acting.