Chapter from: "Alignment: Using the Balanced Scorecard to Create Corporate Synergies"
Published by:
Harvard Business Publishing
Length: 26 pages
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Abstract
Corporations follow different paths to achieve enterprise-wide alignment. An organization can cascade the balanced scorecard and strategy map management system top-down or bottom-up, but ultimately scorecard reporting, analysis, and decision making should be flowing in both directions. Focuses on organizations that start at the corporate level and then cascade sequentially down the organizational hierarchy, providing examples of successful adopters. This chapter is excerpted from ‘Alignment: Using the Balanced Scorecard to Create Corporate Synergies'.
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Abstract
Corporations follow different paths to achieve enterprise-wide alignment. An organization can cascade the balanced scorecard and strategy map management system top-down or bottom-up, but ultimately scorecard reporting, analysis, and decision making should be flowing in both directions. Focuses on organizations that start at the corporate level and then cascade sequentially down the organizational hierarchy, providing examples of successful adopters. This chapter is excerpted from ‘Alignment: Using the Balanced Scorecard to Create Corporate Synergies'.
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