Chapter from: "The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment"
Published by:
Harvard Business Publishing
Length: 29 pages
Topics:
Feedback; Performance
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Abstract
Aligning strategy and targets, initiatives, and budgets puts the organization in motion. Performance must then be monitored and guided to close the feedback loop by managers who must also determine whether their strategy is still valid. Emphasizes that companies that are stretching for high performance need strategic feedback systems and management processes to verify that their strategy remains on course to a profitable future. This chapter is excerpted from ‘The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment'.
Chapter from: "The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment"
Published by:
Harvard Business Publishing
Length: 29 pages
Chapter from: "The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment"
Published by:
Harvard Business Publishing
Length: 37 pages
Chapter from: "The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment"
Published by:
Harvard Business Publishing
Length: 39 pages
Chapter from: "The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment"
Published by:
Harvard Business Publishing
Length: 27 pages
Chapter from: "The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment"
Published by:
Harvard Business Publishing
Length: 25 pages
Topics:
Business processes; Value chains
Chapter from: "The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment"
Published by:
Harvard Business Publishing
Length: 21 pages
Chapter from: "The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment"
Published by:
Harvard Business Publishing
Length: 20 pages
Topics:
Communication channels
Chapter from: "The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment"
Published by:
Harvard Business Publishing
Length: 21 pages
Chapter from: "The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment"
Published by:
Harvard Business Publishing
Length: 21 pages
Topics:
Compensation
Chapter from: "The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment"
Published by:
Harvard Business Publishing
Length: 24 pages
Chapter from: "The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment"
Published by:
Harvard Business Publishing
Length: 15 pages
Topics:
Balanced scorecard
About
Abstract
Aligning strategy and targets, initiatives, and budgets puts the organization in motion. Performance must then be monitored and guided to close the feedback loop by managers who must also determine whether their strategy is still valid. Emphasizes that companies that are stretching for high performance need strategic feedback systems and management processes to verify that their strategy remains on course to a profitable future. This chapter is excerpted from ‘The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment'.
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Chapter from: "The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment"
Published by:
Harvard Business Publishing
Length: 29 pages
Chapter from: "The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment"
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Harvard Business Publishing
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Chapter from: "The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment"
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Chapter from: "The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment"
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