Chapter from: "The Balanced Scorecard: Translating Strategy into Action"
Published by:
Harvard Business Publishing
Length: 27 pages
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Abstract
Implementing strategy begins by educating and involving the people who must execute it. By communicating the strategy and by linking it to personal goals, the balanced scorecard creates a shared understanding and commitment among all organizational participants. Describes how organizations have used the balanced scorecard to communicate their new strategies to all employees, aligning departmental, team, and individual goals to successful implementation of the strategy. This chapter is excerpted from ‘The Balanced Scorecard: Translating Strategy into Action'.
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Chapter from: "The Balanced Scorecard: Translating Strategy into Action"
Published by:
Harvard Business Publishing
Length: 22 pages
Chapter from: "The Balanced Scorecard: Translating Strategy into Action"
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Harvard Business Publishing
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Chapter from: "The Balanced Scorecard: Translating Strategy into Action"
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Harvard Business Publishing
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Chapter from: "The Balanced Scorecard: Translating Strategy into Action"
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Harvard Business Publishing
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Chapter from: "The Balanced Scorecard: Translating Strategy into Action"
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Harvard Business Publishing
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Chapter from: "The Balanced Scorecard: Translating Strategy into Action"
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Harvard Business Publishing
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Chapter from: "The Balanced Scorecard: Translating Strategy into Action"
Published by:
Harvard Business Publishing
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Chapter from: "The Balanced Scorecard: Translating Strategy into Action"
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Harvard Business Publishing
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Chapter from: "The Balanced Scorecard: Translating Strategy into Action"
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Harvard Business Publishing
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Chapter from: "The Balanced Scorecard: Translating Strategy into Action"
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Harvard Business Publishing
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Chapter from: "The Balanced Scorecard: Translating Strategy into Action"
Published by:
Harvard Business Publishing
Length: 24 pages
Chapter from: "The Balanced Scorecard: Translating Strategy into Action"
Published by:
Harvard Business Publishing
Length: 20 pages
About
Abstract
Implementing strategy begins by educating and involving the people who must execute it. By communicating the strategy and by linking it to personal goals, the balanced scorecard creates a shared understanding and commitment among all organizational participants. Describes how organizations have used the balanced scorecard to communicate their new strategies to all employees, aligning departmental, team, and individual goals to successful implementation of the strategy. This chapter is excerpted from ‘The Balanced Scorecard: Translating Strategy into Action'.
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Chapter from: "The Balanced Scorecard: Translating Strategy into Action"
Published by:
Harvard Business Publishing
Length: 22 pages
Chapter from: "The Balanced Scorecard: Translating Strategy into Action"
Published by:
Harvard Business Publishing
Length: 23 pages
Chapter from: "The Balanced Scorecard: Translating Strategy into Action"
Published by:
Harvard Business Publishing
Length: 18 pages
Chapter from: "The Balanced Scorecard: Translating Strategy into Action"
Published by:
Harvard Business Publishing
Length: 31 pages
Chapter from: "The Balanced Scorecard: Translating Strategy into Action"
Published by:
Harvard Business Publishing
Length: 36 pages
Chapter from: "The Balanced Scorecard: Translating Strategy into Action"
Published by:
Harvard Business Publishing
Length: 23 pages
Chapter from: "The Balanced Scorecard: Translating Strategy into Action"
Published by:
Harvard Business Publishing
Length: 22 pages
Chapter from: "The Balanced Scorecard: Translating Strategy into Action"
Published by:
Harvard Business Publishing
Length: 25 pages
Chapter from: "The Balanced Scorecard: Translating Strategy into Action"
Published by:
Harvard Business Publishing
Length: 28 pages
Chapter from: "The Balanced Scorecard: Translating Strategy into Action"
Published by:
Harvard Business Publishing
Length: 24 pages
Chapter from: "The Balanced Scorecard: Translating Strategy into Action"
Published by:
Harvard Business Publishing
Length: 24 pages
Chapter from: "The Balanced Scorecard: Translating Strategy into Action"
Published by:
Harvard Business Publishing
Length: 20 pages