Published by:
Harvard Business Publishing
Length: 7 pages
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Abstract
Historically, support units have been regarded as ?discretionary expense centers?. But it''s a mistake to view them this way. When aligned to the strategy of the enterprise and the business units they support - through strategy maps and Balanced Scorecards - support units can become value-creating organizations. But alignment isn''t a one-time event; sustaining it calls for establishing processes, relationships, and tools with which the support unit can carry out its partnership with corporate and the business units.
About
Abstract
Historically, support units have been regarded as ?discretionary expense centers?. But it''s a mistake to view them this way. When aligned to the strategy of the enterprise and the business units they support - through strategy maps and Balanced Scorecards - support units can become value-creating organizations. But alignment isn''t a one-time event; sustaining it calls for establishing processes, relationships, and tools with which the support unit can carry out its partnership with corporate and the business units.