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Published by: Harvard Business Publishing
Published in: "Balanced Scorecard Report", 2006

Abstract

As the variety and complexity of organizations have increased over time, managers have searched continually for the optimal organizational structure. But history has shown that there is no perfect structural solution to the alignment of structure and strategy. Because of the inherent tension between the need for specialization and integration, authors Robert S Kaplan and David P Norton advocate abandoning this impossible quest and, instead, utilizing a system approach to organizational alignment. Executives need look no further than the Balanced Scorecard, they claim, in this historical perspective adapted from their new book, Alignment: Using the Balanced Scorecard to Create Corporate Synergies (6905).

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Abstract

As the variety and complexity of organizations have increased over time, managers have searched continually for the optimal organizational structure. But history has shown that there is no perfect structural solution to the alignment of structure and strategy. Because of the inherent tension between the need for specialization and integration, authors Robert S Kaplan and David P Norton advocate abandoning this impossible quest and, instead, utilizing a system approach to organizational alignment. Executives need look no further than the Balanced Scorecard, they claim, in this historical perspective adapted from their new book, Alignment: Using the Balanced Scorecard to Create Corporate Synergies (6905).

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