Books

Average customer rating:

The Toyota Way
Jeffrey Liker
Manufacturer: McGraw-Hill
ProductGroup: Book
Binding: Hardcover

Strategy & Competition | Management & Leadership | Business & Investing | Subjects | Books

Management | Management & Leadership | Business & Investing | Subjects | Books

Quality Control | Management & Leadership | Business & Investing | Subjects | Books

General | Business & Investing | Subjects | Books

Look Inside Business Books | Trip | Specialty Stores | Books
Similar Items:

The Toyota Way Fieldbook
Lean Thinking : Banish Waste and Create Wealth in Your Corporation, Revised and Updated
Toyota Production System: Beyond Large-Scale Production
The Machine That Changed the World : The Story of Lean Production
The Lean Manufacturing Pocket Handbook

ASIN: 0071392319

Book Description

How to speed up business processes, improve quality, and cut costs in any industry

In factories around the world, Toyota consistently makes the highest-quality cars with the fewest defects of any competing manufacturer, while using fewer man-hours, less on-hand inventory, and half the floor space of its competitors. The Toyota Way is the first book for a general audience that explains the management principles and business philosophy behind Toyota's worldwide reputation for quality and reliability.

Complete with profiles of organizations that have successfully adopted Toyota's principles, this book shows managers in every industry how to improve business processes by:

Eliminating wasted time and resources
Building quality into workplace systems
Finding low-cost but reliable alternatives to expensive new technology
Producing in small quantities
Turning every employee into a qualitycontrol inspector

Good to Great: Why Some Companies Make the Leap... and Others Don't

Average customer rating:

Good to Great: Why Some Companies Make the Leap... and Others Don't
Jim Collins
Manufacturer: Collins
ProductGroup: Book
Binding: Hardcover

Strategy & Competition | Management & Leadership | Business & Investing | Subjects | Books

Leadership | Management & Leadership | Business & Investing | Subjects | Books

Management | Management & Leadership | Business & Investing | Subjects | Books

Systems & Planning | Management & Leadership | Business & Investing | Subjects | Books

General | Business & Investing | Subjects | Books

History & Nonfiction | Book Clubs | Specialty Stores | Books

Business & Professional | Book Clubs | Specialty Stores | Books

Look Inside Business Books | Trip | Specialty Stores | Books
Similar Items:

Built to Last: Successful Habits of Visionary Companies
Good to Great and the Social Sectors: A Monograph to Accompany Good to Great
The World Is Flat [Updated and Expanded]: A Brief History of the Twenty-first Century
The 7 Habits of Highly Effective People
The Tipping Point: How Little Things Can Make a Big Difference

ASIN: 0066620996
Release Date: 2001-10-16

Amazon.com's Best of 2001

Five years ago, Jim Collins asked the question, "Can a good company become a great company and if so, how?" In Good to Great Collins, the author of Built to Last, concludes that it is possible, but finds there are no silver bullets. Collins and his team of researchers began their quest by sorting through a list of 1,435 companies, looking for those that made substantial improvements in their performance over time. They finally settled on 11--including Fannie Mae, Gillette, Walgreens, and Wells Fargo--and discovered common traits that challenged many of the conventional notions of corporate success. Making the transition from good to great doesn't require a high-profile CEO, the latest technology, innovative change management, or even a fine-tuned business strategy. At the heart of those rare and truly great companies was a corporate culture that rigorously found and promoted disciplined people to think and act in a disciplined manner. Peppered with dozens of stories and examples from the great and not so great, the book offers a well-reasoned road map to excellence that any organization would do well to consider. Like Built to Last, Good to Great is one of those books that managers and CEOs will be reading and rereading for years to come. --Harry C. Edwards

Book Description

The Challenge
Built to Last, the defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the verybeginning.

But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?

The Study
For years, this question preyed on the mind of Jim Collins. Are there companies that defy gravity and convert long-term mediocrity or worse into long-term superiority? And if so, what are the universal distinguishing characteristics that cause a company to go from good to great?

The Standards
Using tough benchmarks, Collins and his research team identified a set of elite companies that made the leap to great results and sustained those results for at least fifteen years. How great? After the leap, the good-to-great companies generated cumulative stock returns that beat the general stock market by an average of seven times in fifteen years, better than twice the results delivered by a composite index of the world's greatest companies, including Coca-Cola, Intel, General Electric, and Merck.

The Comparisons
The research team contrasted the good-to-great companies with a carefully selected set of comparison companies that failed to make the leap from good to great. What was different? Why did one set of companies become truly great performers while the other set remained only good?

Over five years, the team analyzed the histories of all twenty-eight companies in the study. After sifting through mountains of data and thousands of pages of interviews, Collins and his crew discovered the key determinants of greatness -- why some companies make the leap and others don't.

Level 5 Leaders: The research team was shocked to discover the type of leadership required to achieve greatness.

The Hedgehog Concept (Simplicity within the Three Circles): To go from good to great requires transcending the curse of competence.

A Culture of Discipline: When you combine a culture of discipline with an ethic of entrepreneurship, you get the magical alchemy of great results. Technology Accelerators: Good-to-great companies think differently about the role of technology.

The Flywheel and the Doom Loop: Those who launch radical change programs and wrenching restructurings will almost certainly fail to make the leap.

“Some of the key concepts discerned in the study,” comments Jim Collins, "fly in the face of our modern business culture and will, quite frankly, upset some people.”

Perhaps, but who can afford to ignore these findings?

The Art of Innovation: Lessons in Creativity from IDEO, America's Leading Design Firm

Average customer rating:

The Art of Innovation: Lessons in Creativity from IDEO, America's Leading Design Firm
Tom Kelley , Tom Peters , and Tom Peters
Manufacturer: Currency
ProductGroup: Book
Binding: Hardcover

Strategy & Competition | Management & Leadership | Business & Investing | Subjects | Books

Operations Research | Management & Leadership | Business & Investing | Subjects | Books

General | Popular Economics | Business & Investing | Subjects | Books

General | Business & Investing | Subjects | Books

Organizational Change | Organizational Behavior | Business & Investing | Subjects | Books

History of Technology | Technology | Science | Subjects | Books

Look Inside Business Books | Trip | Specialty Stores | Books

Look Inside Science Books | Trip | Specialty Stores | Books
Similar Items:

The Ten Faces of Innovation: IDEO's Strategies for Defeating the Devil's Advocate and Driving Creativity Throughout Your Organization
Thoughtless Acts?: Observations on Intuitive Design
Harvard Business Review on Innovation
Making Innovation Work: How to Manage It, Measure It, and Profit from It
Seeing What's Next: Using Theories of Innovation to Predict Industry Change

ASIN: 0385499841
Release Date: 2001-01-16

Amazon.com

IDEO, the world's leading design firm, is the brain trust that's behind some of the more brilliant innovations of the past 20 years--from the Apple mouse, the Polaroid i-Zone instant camera, and the Palm V to the "fat" toothbrush for kids and a self-sealing water bottle for dirt bikers. Not surprisingly, companies all over the world have long wondered what they could learn from IDEO, to come up with better ideas for their own products, services, and operations. In this terrific book from IDEO general manager Tom Kelley (brother of founder David Kelley), IDEO finally delivers--but thankfully not in the step-by-step, flow-chart-filled "process speak" of most how-you-can-do-what-we-do business books. Sure, there are some good bulleted lists to be found here--such as the secrets of successful brainstorming, the qualities of "hot teams," and, toward the end, 10 key ingredients for "How to Create Great Products and Services," including "One Click Is Better Than Two" (the simpler, the better) and "Goof Proof" (no bugs).

But The Art of Innovation really teaches indirectly (not to mention enlightens and entertains) by telling great stories--mainly, of how the best ideas for creating or improving products or processes come not from laboriously organized focus groups, but from keen observations of how regular people work and play on a daily basis. On nearly every page, we learn the backstories of some now-well-established consumer goods, from recent inventions like the Palm Pilot and the in-car beverage holder to things we nearly take for granted--like Ivory soap (created when a P&G worker went to lunch without turning off his soap mixer, and returned to discover his batch overwhipped into 99.44 percent buoyancy) and Kleenex, which transcended its original purpose as a cosmetics remover when people started using the soft paper to wipe and blow their noses. Best of all, Kelley opens wide the doors to IDEO's vibrant, sometimes wacky office environment, and takes us on a vivid tour of how staffers tackle a design challenge: they start not with their ideas of what a new product should offer, but with the existing gaps of need, convenience, and pleasure with which people live on a daily basis, and that IDEO should fill. (Hence, a one-piece children's fishing rod that spares fathers the embarrassment of not knowing how to teach their kids to fish, or Crest toothpaste tubes that don't "gunk up" at the mouth.)

Granted, some of their ideas--like the crucial process of "prototyping," or incorporating dummy drafts of the actual product into the planning, to work out bugs as you go--lend themselves more easily to the making of actual things than to the more common organizational challenge of streamlining services or operations. But, if this big book of bright ideas doesn't get you thinking of how to build a better mousetrap for everything from your whole business process to your personal filing system, you probably deserve to be stuck with the mousetrap you already have. --Timothy Murphy

Book Description

IDEO, the widely admired, award-winning design and development firm that brought the world the Apple mouse, Polaroid's I-Zone instant camera, the Palm V, and hundreds of other cutting-edge products and services, reveals its secrets for fostering a culture and process of continuous innovation.

There isn't a business in America that doesn't want to be more creative in its thinking, products, and processes. At many companies, being first with a concept and first to market are critical just to survive. In The Art of Innovation, Tom Kelley, general manager of the Silicon Valley based design firm IDEO, takes readers behind the scenes of this wildly imaginative and energized company to reveal the strategies and secrets it uses to turn out hit after hit.

IDEO doesn't buy into the myth of the lone genius working away in isolation, waiting for great ideas to strike. Kelley believes everyone can be creative, and the goal at his firm is to tap into that wellspring of creativity in order to make innovation a way of life. How does it do that? IDEO fosters an atmosphere conducive to freely expressing ideas, breaking the rules, and freeing people to design their own work environments. IDEO's focus on teamwork generates countless breakthroughs, fueled by the constant give-and-take among people ready to share ideas and reap the benefits of the group process. IDEO has created an intense, quick-turnaround, brainstorm-and-build process dubbed "the Deep Dive."

In entertaining anecdotes, Kelley illustrates some of his firm's own successes (and joyful failures), as well as pioneering efforts at other leading companies. The book reveals how teams research and immerse themselves in every possible aspect of a new product or service, examining it from the perspective of clients, consumers, and other critical audiences.

Kelley takes the reader through the IDEO problem-solving method:

>Carefully observing the behavior or "anthropology" of the people who will be using a product or service

>Brainstorming with high-energy sessions focused on tangible results

>Quickly prototyping ideas and designs at every step of the way

>Cross-pollinating to find solutions from other fields

>Taking risks, and failing your way to success

>Building a "Greenhouse" for innovation

IDEO has won more awards in the last ten years than any other firm of its kind, and a full half-hour Nightline presentation of its creative process received one of the show's highest ratings. The Art of Innovation will provide business leaders with the insights and tools they need to make their companies the leading-edge, top-rated stars of their industries.

The Starbucks Experience: 5 Principles for Turning Ordinary Into Extraordinary

Average customer rating:

The Starbucks Experience: 5 Principles for Turning Ordinary Into Extraordinary
Joseph Michelli
Manufacturer: McGraw-Hill
ProductGroup: Book
Binding: Hardcover

Strategy & Competition | Management & Leadership | Business & Investing | Subjects | Books

Management | Management & Leadership | Business & Investing | Subjects | Books

General | Popular Economics | Business & Investing | Subjects | Books

General | Business & Investing | Subjects | Books

Hospitality, Travel & Tourism | Industries & Professions | Business & Investing | Subjects | Books

Look Inside Business Books | Trip | Specialty Stores | Books
Similar Items:

Pour Your Heart into It : How Starbucks Built a Company One Cup at a Time
Tribal Knowledge: Business Wisdom Brewed from the Grounds of Starbucks Corporate Culture
The Gospel According to Starbucks: Living with a Grande Passion
My Sister's a Barista: How They Made Starbucks a Home Away from Home (Great Brand Stories series)
Setting the Table: The Transforming Power of Hospitality in Business

ASIN: 0071477845

Book Description

WAKE UP AND SMELL THE SUCCESS!

You already know the Starbucks story. Since 1992, its stock has risen a staggering 5,000 percent! The genius of Starbucks success lies in its ability to create personalized customer experiences, stimulate business growth, generate profits, energize employees, and secure customer loyalty-all at the same time.

The Starbucks Experience contains a robust blend of home-brewed ingenuity and people-driven philosophies that have made Starbucks one of the world's “most admired” companies, according to Fortune magazine. With unique access to Starbucks personnel and resources, Joseph Michelli discovered that the success of Starbucks is driven by the people who work there-the “partners”-and the special experience they create for each customer. Michelli reveals how you can follow the Starbucks way to

Reach out to entire communities
Listen to individual workers and consumers
Seize growth opportunities in every market
Custom-design a truly satisfying experience that benefits everyone involved

Filled with real-life insider stories, eye-opening anecdotes, and solid step-by-step strategies, this fascinating book takes you deep inside one of the most talked-about companies in the world today.

For anyone who wants to learn from the best-and be the best-The Starbucks Experience is a rich, heady brew of unforgettable user-friendly ideas.

Built to Last: Successful Habits of Visionary Companies

Average customer rating:

Built to Last: Successful Habits of Visionary Companies
Jim Collins , and Jerry I. Porras
Manufacturer: Collins
ProductGroup: Book
Binding: Hardcover

Company Profiles | Biography & History | Business & Investing | Subjects | Books

Strategy & Competition | Management & Leadership | Business & Investing | Subjects | Books

Leadership | Management & Leadership | Business & Investing | Subjects | Books

Management | Management & Leadership | Business & Investing | Subjects | Books

Sustainable Development | Economics | Business & Investing | Subjects | Books

General | Business & Investing | Subjects | Books

Look Inside Business Books | Trip | Specialty Stores | Books

Look Inside Nonfiction Books | Trip | Specialty Stores | Books
Similar Items:

Good to Great: Why Some Companies Make the Leap... and Others Don't
Good to Great and the Social Sectors: A Monograph to Accompany Good to Great
Execution: The Discipline of Getting Things Done
Winning
First, Break All the Rules: What the World's Greatest Managers Do Differently

ASIN: 0060566108
Release Date: 2004-11-02

Amazon.com

This analysis of what makes great companies great has been hailed everywhere as an instant classic and one of the best business titles since In Search of Excellence. The authors, James C. Collins and Jerry I. Porras, spent six years in research, and they freely admit that their own preconceptions about business success were devastated by their actual findings--along with the preconceptions of virtually everyone else.

Built to Last identifies 18 "visionary" companies and sets out to determine what's special about them. To get on the list, a company had to be world famous, have a stellar brand image, and be at least 50 years old. We're talking about companies that even a layperson knows to be, well, different: the Disneys, the Wal-Marts, the Mercks.

Whatever the key to the success of these companies, the key to the success of this book is that the authors don't waste time comparing them to business failures. Instead, they use a control group of "successful-but-second-rank" companies to highlight what's special about their 18 "visionary" picks. Thus Disney is compared to Columbia Pictures, Ford to GM, Hewlett Packard to Texas Instruments, and so on.

The core myth, according to the authors, is that visionary companies must start with a great product and be pushed into the future by charismatic leaders. There are examples of that pattern, they admit: Johnson & Johnson, for one. But there are also just too many counterexamples--in fact, the majority of the "visionary" companies, including giants like 3M, Sony, and TI, don't fit the model. They were characterized by total lack of an initial business plan or key idea and by remarkably self-effacing leaders. Collins and Porras are much more impressed with something else they shared: an almost cult-like devotion to a "core ideology" or identity, and active indoctrination of employees into "ideologically commitment" to the company.

The comparison with the business "B"-team does tend to raise a significant methodological problem: which companies are to be counted as "visionary" in the first place? There's an air of circularity here, as if you achieve "visionary" status by ... achieving visionary status. So many roads lead to Rome that the book is less practical than it might appear. But that's exactly the point of an eloquent chapter on 3M. This wildly successful company had no master plan, little structure, and no prima donnas. Instead it had an atmosphere in which bright people were both keen to see the company succeed and unafraid to "try a lot of stuff and keep what works." --Richard Farr

Book Description

"This is not a book about charismatic visionary leaders. It is not about visionary product concepts or visionary products or visionary market insights. Nor is it about just having a corporate vision. This is a book about something far more important, enduring, and substantial. This is a book about visionary companies." So write Jim Collins and Jerry Porras in this groundbreaking book that shatters myths, provides new insights, and gives practical guidance to those who would like to build landmark companies that stand the test of time.

Drawing upon a six-year research project at the Stanford University Graduate School of Business, Collins and Porras took eighteen truly exceptional and long-lasting companies -- they have an average age of nearly one hundred years and have outperformed the general stock market by a factor of fifteen since 1926 -- and studied each company in direct comparison to one of its top competitors. They examined the companies from their very beginnings to the present day -- as start-ups, as midsize companies, and as large corporations. Throughout, the authors asked: "What makes the truly exceptional companies different from other companies?"

What separates General Electric, 3M, Merck, Wal-Mart, Hewlett-Packard, Walt Disney, and Philip Morris from their rivals? How, for example, did Procter & Gamble, which began life substantially behind rival Colgate, eventually prevail as the premier institution in its industry? How was Motorola able to move from a humble battery repair business into integrated circuits and cellular communications, while Zenith never became dominant in anything other than TVs? How did Boeing unseat McDonnell Douglas as the world's best commercial aircraft company -- what did Boeing have that McDonnell Douglas lacked?

By answering such questions, Collins and Porras go beyond the incessant barrage of management buzzwords and fads of the day to discover timeless qualities that have consistently distinguished out-standing companies. They also provide inspiration to all executives and entrepreneurs by destroying the false but widely accepted idea that only charismatic visionary leaders can build visionary companies.

Filled with hundreds of specific examples and organized into a coherent framework of practical concepts that can be applied by managers and entrepreneurs at all levels, Built to Last provides a master blueprint for building organizations that will prosper long into the twenty-first century and beyond.

Strategic Management: Concepts and Cases (11th Edition)

Average customer rating:

Strategic Management: Concepts and Cases (11th Edition)
Fred David
Manufacturer: Prentice Hall
ProductGroup: Book
Binding: Hardcover

Strategy & Competition | Management & Leadership | Business & Investing | Subjects | Books

Management | Management & Leadership | Business & Investing | Subjects | Books

Systems & Planning | Management & Leadership | Business & Investing | Subjects | Books

General | Business & Investing | Subjects | Books

Look Inside Business Books | Trip | Specialty Stores | Books

Qualifying Textbooks - Spring 2007 | Stores | Books
Similar Items:

Management Information Systems: Managing the Digital Firm (9th Edition)
Financial Management: Principles and Applications (10th Edition)
Human Resource Management (with InfoTrac )
Competing on the Edge : Strategy as Structured Chaos
Strategic Management: Cases (11th Edition) (Strategic Management: Concepts and Applications)

ASIN: 0131869493

Book Description

The eleventh edition of Strategic Management is a current, well-written strategic management book with the most up-to-date compilation of cases available. Designed in functional four-color, it offers a popular practitioner-oriented perspective, focuses on skill-building in all major areas of strategy formation, implementation, and evaluation, and weaves three very contemporary themes throughout each chapter–globalization, the natural environment, and e-commerce. The author provides and overview of strategic management, as well as strategy formulation and implementation, strategy evaluation, strategic management case analysis, 46 Experiential Exercises and 43 cases including service company cases and manufacturing company cases. For management professionals, small business owners and others involved in business.

Distressed Debt Analysis: Strategies for Speculative Investors

Average customer rating:

Distressed Debt Analysis: Strategies for Speculative Investors
Stephen G. Moyer
Manufacturer: J. Ross Publishing
ProductGroup: Book
Binding: Hardcover

General | Popular Economics | Business & Investing | Subjects | Books

General | Business & Investing | Subjects | Books

General | Investing | Business & Investing | Subjects | Books

Bankruptcy | Business | Law | Subjects | Books

Look Inside Business Books | Trip | Specialty Stores | Books

Look Inside Nonfiction Books | Trip | Specialty Stores | Books

Qualifying Textbooks - Spring 2007 | Stores | Books
Similar Items:

Corporate Financial Distress and Bankruptcy: Predict and Avoid Bankruptcy, Analyze and Invest in Distressed Debt , 3rd Edition
The Vulture Investors, Revised and Updated
Standard & Poor's Fundamentals of Corporate Credit Analysis
Bankruptcy Investing: How to Profit from Distressed Companies (2nd Edition)
High Yield Bonds: Market Structure, Valuation, and Portfolio Strategies

ASIN: 1932159185

Book Description

Recently, reorganizations, restructurings, and bankruptcies have replaced IPOs as the common financial vehicle of the times. However, these distressed companies can still provide an avenue for profitable investing. This eagerly anticipated new reference helps guide you through this treacherous landscape in order to master the multi-move chess-like strategies required to achieve financially advantageous results for your portfolio. It is the most up-to-date and comprehensive book on the market to deal with the myriad of issues surrounding a distressed company.

Providing theoretical and practical insight, Distressed Debt Analysis: Strategies for Speculative Investors presents a conceptual, but not overly technical, outline of the financial and bankruptcy law context in which restructurings take place. The book covers the broader financial environment of the reorganization and the basic process of investment analysis and investment strategies. The author uses numerous real-world examples and case studies to emphasize important concepts and critical issues.

The developments that have created these extraordinary investment opportunities have also created tremendous demand for professionals with experience and knowledge in the restructuring process. Distressed Debt Analysis: Strategies for Speculative Investors addresses the complete knowledge needs of investors and professionals in the burgeoning world of financially distressed companies. It is perfect for bankruptcy departments of law firms, restructuring advisory groups, turnaround consulting firms, and reorganization and distressed securities departments of investment banks.

The Balanced Scorecard: Translating Strategy into Action

Average customer rating:

they are the ones
Are you adding or destroying value ? - Find it out with The Balanced Score Card
Aligning four key business areas to your vision and strategy
Effective for top down planning
Mechanics and Case Studies

The Balanced Scorecard: Translating Strategy into Action
Robert S. Kaplan , and David P. Norton
Manufacturer: Harvard Business School Press
ProductGroup: Book
Binding: Hardcover

Strategy & Competition | Management & Leadership | Business & Investing | Subjects | Books

Industrial | Management & Leadership | Business & Investing | Subjects | Books

Management | Management & Leadership | Business & Investing | Subjects | Books

Systems & Planning | Management & Leadership | Business & Investing | Subjects | Books

General | Popular Economics | Business & Investing | Subjects | Books

General | Business & Investing | Subjects | Books

Entrepreneurship | Small Business & Entrepreneurship | Business & Investing | Subjects | Books

Look Inside Business Books | Trip | Specialty Stores | Books

Look Inside Nonfiction Books | Trip | Specialty Stores | Books
Similar Items:

The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment
Strategy Maps: Converting Intangible Assets into Tangible Outcomes
Balanced Scorecard Step-by-Step: Maximizing Performance and Maintaining Results
Alignment: Using the Balanced Scorecard to Create Corporate Synergies
Balanced Scorecard Step-by-Step for Government and Nonprofit Agencies

ASIN: 0875846513

Book Description

Here is the book-by the recognized architects of the Balanced Scorecard--that shows how managers can use this revolutionary tool to mobilize their people to fulfill the company's mission. More than just a measurement system, the Balanced Scorecard is a management system that can channel the energies, abilities, and specific knowledge held by people throughout the organization toward achieving long-term strategic goals.

Kaplan and Norton demonstrate how senior executives in industries such as banking, oil, insurance, and retailing are using the Balanced Scorecard both to guide current performance and to target future performance. They show how to use measures in four categories-financial performance, customer knowledge, internal business processes, and learning and growth-to align individual, organizational, and cross-departmental initiatives and to identify entirely new processes for meeting customer and shareholder objectives.

The authors also reveal how to use the Balanced Scorecard as a robust learning system for testing, gaining feedback on, and updating the organization's strategy. Finally, they walk through the steps that managers in any company can use to build their own Balanced Scorecard.

The Balanced Scorecard provides the management system for companies to invest in the long term-in customers, in employees, in new product development, and in systems-rather than managing the bottom line to pump up short-term earnings. It will change the way you measure and manage your business.

Customer Reviews:

they are the ones.......2007-04-09

They invented it and there's no way to plan a BSC without knowing where it came from.

You don't notice that it's been 10 years since it was written.

Are you adding or destroying value ? - Find it out with The Balanced Score Card.......2006-07-13

The financial performance of an organization is essential for its success. Even non-profit organizations must deal in a sensible way with funds they receive.

In 1992, an article by Robert Kaplan and David Norton entitled "The Balanced Scorecard - Measures that Drive Performance" in the Harvard Business Review caused a lot of attention for their method, and led to their business bestseller, "The Balanced Scorecard: Translating Strategy into Action", published in 1996.

In this book Robert S. Kaplan and David P. Norton develop and describe the Balanced Score Card, a multidimensional approach to measuring corporate performance that incorporates both financial and non-financial factors.

The Balanced Score Card method of Kaplan and Norton is a strategic approach and performance management system that enables organizations to translate a company's vision and strategy into implementation, working from 4 perspectives:
1. financial perspective,
2. customer perspective,
3. business process perspective,
4. learning and growth perspective.

- Financial perspective: Kaplan and Norton do not disregard the traditional need for financial data. Timely and accurate funding data will always be a priority, and managers will do whatever necessary to provide it. In fact, often there is more than enough handling and processing of financial data. With the implementation of a corporate database, it is hoped that more of the processing can be centralized and automated. But the point is that the current emphasis on financials leads to the "unbalanced" situation with regard to other perspectives. There is perhaps a need to include additional financial-related data, such as risk assessment and cost-benefit data, in this category.

- Customer perspective: recent management philosophy has shown an increasing realization of the importance of customer focus and customer satisfaction in any business. These are leading indicators: if customers are not satisfied, they will eventually find other suppliers that will meet their needs. Poor performance from this perspective is thus a leading indicator of future decline, even though the current financial picture may look good. In developing metrics for satisfaction, customers should be analyzed in terms of kinds of customers and the kinds of processes for which we are providing a product or service to those customer groups.

- Business Process perspective refers to internal business processes. Metrics based on this perspective allow the managers to know how well their business is running, and whether its products and services conform to customer requirements (the mission). These metrics have to be carefully designed by those who know these processes most intimately. In addition to the strategic management process, two kinds of business processes may be identified: a) mission-oriented processes, and b) support processes. Mission-oriented processes are the special functions of government offices, and many unique problems are encountered in these processes. The support processes are more repetitive in nature, and hence easier to measure and benchmark using generic metrics.

- Learning and Growth perspective includes employee training and corporate cultural attitudes related to both individual and corporate self-improvement. In a knowledge-worker organization, people are the main resource. In the current climate of rapid technological change, it is becoming necessary for knowledge workers to be in a continuous learning mode. Government agencies often find themselves unable to hire new technical workers and at the same time is showing a decline in training of existing employees. Kaplan and Norton emphasize that 'learning' is more than 'training'; it also includes things like mentors and tutors within the organization, as well as that ease of communication among workers that allows them to readily get help on a problem when it is needed. It also includes technological tools such as an Intranet.

The integration of these four perspectives into a graphical appealing picture have made the Balanced Scorecard method a very successful methodology within the Value Based Management philosophy.

In addition to this book you may want to consider the following books on the subject:
- Robert S. Kaplan. Alignment: Using the Balanced Scorecard to Create Corporate Synergies.
- Paul R. Niven. Balanced ScoreCard Step-by-Step: Maximizing Performance and Maintaining Results.
- Paul R. Niven. Balanced ScoreCard Step-by-Step for Government and Nonprofit Agencies.
- Nils-Göran Olve. Performance Drivers: A Practical Guide to Using the Balanced Scorecard.
- Robert S. Kaplan. The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment.
- Robert S. Kaplan. Strategy Maps: Converting Intangible Assets into Tangible Outcomes.
- Robert S. Kaplan. Putting the Balanced Scorecard to Work.
- Robert S. Kaplan. The Balanced Scorecard: Measures That Drive Performance.

Aligning four key business areas to your vision and strategy.......2006-01-11

This book has become a classic in the field of business management. The 'balanced scorecard' has surely been referenced enough to include it in the dictionary. Robert Kaplan is the Arthur Lowes Dickson Professor of Accounting at Harvard Business School. His co-author David Norton is the president of Renaissance Solutions, Inc.

This book tackles gracefully a quite common theme these days: how to turn your beautiful and inspired vision into its corresponding actions throughout your company.

Most companies act on short-term financial reward. In the Balanced Scorecard, actions and rewards are based on the additional aspects of employee learning and growth, internal business processes and customer knowledge. When these are all in alignment, the financial future is rosy.

This book reminded me of the aphorism, "What you measure is what you get." Once you learn what to measure, you experiment with different perfomance drivers.

Five Stars

Effective for top down planning.......2005-10-31

The balanced scorecard approach is a very effective tool for top-down planning initiatives. The method will ensure that any business unit initiative is cross-checked with the broader corporate goals. The book provides an easy-to-understand yet detailed how-to guide to strategy planning.
Frank Loomans

Mechanics and Case Studies.......2005-09-30

This book has both, written by the man who brought the Balanced Scorecard to corporate America. If you are thinking of implementing the balanced scorecard as a way of relaying, measuring and refining your company strategy, read this book first!

The Elegant Solution: Toyota's Formula for Mastering Innovation

Average customer rating:

The Elegant Solution: Toyota's Formula for Mastering Innovation
Matthew E. May
Manufacturer: Free Press
ProductGroup: Book
Binding: Hardcover

Strategy & Competition | Management & Leadership | Business & Investing | Subjects | Books

General | Business & Investing | Subjects | Books

Japan | Asia | History | Subjects | Books

Industry | Automotive | Nonfiction | Subjects | Books

Foreign | Automotive | Nonfiction | Subjects | Books

Look Inside Business Books | Trip | Specialty Stores | Books

Look Inside History Books | Trip | Specialty Stores | Books

Look Inside Nonfiction Books | Trip | Specialty Stores | Books
Similar Items:

The Toyota Product Development System: Integrating People, Process And Technology
Product Development for the Lean Enterprise: Why Toyota's System Is Four Times More Productive and How You Can Implement It
Toyota Talent
Outside Innovation: How Your Customers Will Co-Design Your Company's Future
Implementing Lean Software Development: From Concept to Cash (The Addison-Wesley Signature Series)

ASIN: 0743290178

Book Description

"Toyota is becoming a double threat: the world's finest manufacturer and a truly great innovator . . . that formula, a combination of production prowess and technical innovation, is an unbeatable recipe for success."

-- Fortune, February 2006

For the first time, an insider reveals the formula behind Toyota's unceasing quest to innovate and do more with less, a philosophy that has made it one of the ten most profitable companies in the world (and worth more than GM, Ford, DaimlerChrysler, and Honda combined). In a rare look into Toyota's ability to consistently achieve breakthroughs that outperform the competition, The Elegant Solution explains what Toyota associates have known all along: it's not about the cars. Rather, Toyota's astounding success is just the visible result of a hidden creative process that begins with a seven-digit number.

One million. That's how many new ideas the Toyota organization implements every year. These ideas come from every level of the organization -- from the factory floors to the corporate suites. And organizations all over the world want to learn how it's done. Now senior University of Toyota advisor Matthew May shows how any company can achieve an environment of everyday innovation and discover the kinds of elegant solutions that hold the power to change the game forever. World-class benchmarks like Lexus, Prius, Scion -- even Toyota's vaunted production system -- are simply shining examples of elegant solutions.

A tactical playbook for team-based innovation, The Elegant Solution delivers powerful lessons in breakthrough thinking in a provocative yet practical guide to the three core principles and ten key practices that shape successful business innovation. Innovation isn't just about technology -- it's about value, opportunity, and impact. When a company embeds a real discipline around tapping ingenuity in the pursuit of perfection, the sky is the limit. Dozens of case studies (from Toyota and other companies) illustrate the universal power and applicability of these concepts. A unique "clamshell strategy" prepares managers to successfully lead and sustain the innovation effort.

At once a thought-starter and a taskmaster, The Elegant Solution is a vital prescription for anyone wanting to truly master business innovation.

The Strategy Paradox: Why committing to success leads to failure (and what to do about it)
Average customer rating:
The Strategy Paradox: Why committing to success leads to failure (and what to do about it)
Michael E. Raynor
Manufacturer: Currency
ProductGroup: Book
Binding: Hardcover

General | Business & Investing | Subjects | Books
Management | Management & Leadership | Business & Investing | Subjects | Books
Systems & Planning | Management & Leadership | Business & Investing | Subjects | Books
Look Inside Business Books | Trip | Specialty Stores | Books
Similar Items:

Competing on Analytics: The New Science of Winning

The Halo Effect: ... and the Eight Other Business Delusions That Deceive Managers

The Black Swan: The Impact of the Highly Improbable

Made to Stick: Why Some Ideas Survive and Others Die

Payback: Reaping the Rewards of Innovation

ASIN: 0385516223
Release Date: 2007-02-20

Book Description

A compelling vision. Bold leadership. Decisive action. Unfortunately, these prerequisites of success are almost always the ingredients of failure, too. In fact, most managers seeking to maximize their chances for glory are often unwittingly setting themselves up for ruin. The sad truth is that most companies have left their futures almost entirely to chance, and don’t even realize it. The reason? Managers feel they must make choices with far-reaching consequences today, but must base those choices on assumptions about a future they cannot predict. It is this collision between commitment and uncertainty that creates THE STRATEGY PARADOX.

This paradox sets up a ubiquitous but little-understood tradeoff. Because managers feel they must base their strategies on assumptions about an unknown future, the more ambitious of them hope their guesses will be right – or that they can somehow adapt to the turbulence that will arise. In fact, only a small number of lucky daredevils prosper, while many more unfortunate, but no less capable managers find themselves at the helms of sinking ships. Realizing this, even if only intuitively, most managers shy away from the bold commitments that success seems to demand, choosing instead timid, unremarkable strategies, sacrificing any chance at greatness for a better chance at mere survival.

Michael E. Raynor, coauthor of the bestselling The Innovator's Solution, explains how leaders can break this tradeoff and achieve results historically reserved for the fortunate few even as they reduce the risks they must accept in the pursuit of success. In the cutthroat world of competitive strategy, this is as close as you can come to getting something for nothing.

Drawing on leading-edge scholarship and extensive original research, Raynor’s revolutionary principle of Requisite Uncertainty yields a clutch of critical, counter-intuitive findings. Among them:

-- The Board should not evaluate the CEO based on the company’s performance, but instead on the firm’s strategic risk profile
-- The CEO should not drive results, but manage uncertainty
-- Business unit leaders should not focus on execution, but on making strategic choices
-- Line managers should not worry about strategic risk, but devote themselves to delivering on commitments

With detailed case studies of success and failure at Sony, Microsoft, Vivendi Universal, Johnson & Johnson, AT&T and other major companies in industries from financial services to energy, Raynor presents a concrete framework for strategic action that allows companies to seize today’s opportunities while simultaneously preparing for tomorrow’s promise.

Books:

Books