organizational design and

accountability and

Balanced Scorecard for

board and investor

checkpoints for

creating

external organization

external partner

of headquarters with operating units

of human capital

importance of

integrated planning and

of internal support/service units

managing

as ongoing process

organization

planning and control systems

process of

relationship managers in

sequence for

7-S Model for

strategic fit and

of support functions

sustaining

total strategic

as alignment tool

alliance

in board governance

for boards of directors

bottom-up approach with

business unit

cascading

collaborative planning, forecasting, and replenishment

customer

executive

with external partners

getting started with

Hall of Fame for Strategy Execution

high-benefit users

human resources organization template for

interagency

key performance indicator

line organization

linkage

low-benefit users

management links with

reporting systems

7-S Model compared with

supplier

supply-chain

support/service unit

support unit

for total strategic alignment

for virtual organizations

weighting measures in

cascading at

governance at

knowledge sharing and

sharing

at Sport-Man Inc.

alignment of

in alignment process

Balanced Scorecard for

CEOs and

committees in

enterprise scorecards and

executive scorecards and

executive selection/evaluation and

financial decision making and

governance and

integrity and compliance and

limitations of

responsibilities of

scorecards on

strategy monitoring by

time management for

customer perspective and

enterprise value propositions and

financial synergies with

internal process perspective and

leveraging

Rockwater Company

alignment of

in alignment process

enterprise-derived value versus

enterprise value proposition and

headquarters alignment with

increasing shareholder value of

support units compared with

synergies from

adverse selection and

intermediation in

moral hazard and

at Bank of Tokyo-Mitsubishi

bottom-up

from business units

customer value proposition and

in franchise operations

in holding companies

hybrid processes for

at KeyCorp

at MDS Corporation

at Media General

middle-to-top-down

office of strategy management in

top-down

top-to-middle and middle-to-top

in the U.S. Army

Aktiva

Bank of Tokyo-Mitsubishi

Citizen Schools

DuPont Engineering Polymers

Handleman Company

Hilton Hotels

IBM

Ingersoll-Rand

KeyCorp

Lockheed Martin Corporation

Marriott Vacation Club

MDS Corporation

Media General

New Profit Inc.

Royal Canadian Mounted Police (RCMP)

Sport-Man Inc.

Unibanco

U.S. Army

Washington State salmon recovery

executive scorecards for

at Bank of Tokyo-Mitsubishi

finance units and

with investors/analysts

motivation and

at Unibanco

brands/themes and

core

education/training programs and

employee, developing

strategic

brands/themes and

financial synergies and

movement toward

at Handleman

U.S. Army

in board scorecards

branding and

at Citizen Schools

enterprise-derived value and

finance function

at Handleman

at Hilton Hotels

human resources organizations and

IT department and

at Lockheed Martin

at MDS Corporation

at Media General

shared customer synergies and

at Sport-Man Inc.

in supply-chain scorecards

support units and

synergies in

at Handleman

value-chain integration and

aligning

in alignment process

feedback from

finance function

retaining versus acquiring

satisfaction of

scorecards on

sharing

support unit

cascading and

enterprise-derived value and

synergies from common

in centralized functional organizations

finance units and

at Handleman

information technology and

Engineering Polymers

in multidivisional organizations

shared processes/services and

strategic themes and

employee competency development and

executive scorecards and

at Handleman

at KeyCorp

motivation and

alignment of

compensation systems and

competency development for

customer value proposition and

human capital development and

information technology

key staff rotation

leadership development and

motivating

at Aktiva

at Bank of Tokyo-Mitsubishi

business-unit value versus

at Citizen Schools

corporate brands/themes and

corporate strategic themes and

customer synergies and

customer value proposition synergies and

definition of

financial synergies in

at Hilton Hotels

holding company model and

at Ingersoll-Rand

intangible assets and

at Media General

at New Profit Inc.

shared customer synergies and

shared processes/services synergies and

value-chain integration and

for boards of directors

four-perspective framework for

Sport-Man Inc.

as alignment checkpoint

alignment process and

brands/themes and

BSC perspectives and

business unit alignment with

aligning

at Handleman

strategic services portfolios of

IT department and

at Media General

at Sport-Man Inc.

in supply-chain scorecards

support units and

synergies in

at Aktiva

corporate brands/themes and

holding company model and

at Ingersoll-Rand

at New Profit Inc.

board scorecard at

enterprise scorecard at

executive scorecards at

governance at

branding at

human capital development at

intangible assets and

at Aktiva

financial synergies and

at Sport-Man Inc.

finance department

initiative management at

cascading in

alignment of

developing

HR departments and

in supply-chain scorecards

aligning

at Handleman

at Ingersoll-Rand

integrated planning for

linkage scorecards for

strategic services of

Learning

aligning

at Handleman

integrated planning for

learning and growth perspective and

at Lockheed Martin

Enterprise Leadership Team

Global Business Services

human resources at

investor/analyst information at

common value propositions and

financial services portfolios and

human resources organizations and

implementation plans

managing

owners of

planning

rationalization

human capital development and

at IBM

knowledge sharing and

leadership development and

support groups and

synergies from leveraging

in board scorecards

branding and

customer value proposition and

enterprise-derived value and

finance function

at Handleman

human resources organizations and

IT department and

at Lockheed Martin

at Media General

at Sport-Man Inc.

in supply-chain scorecards

support units and

synergies in

at Tiger

U.S. Army

with investors and analysts

communication and

developing

development programs for

motivation and

in total strategic alignment

in board scorecards

customer value proposition and

enterprise-derived value and

finance function

human resources and

at Media General

motivation and

at Sport-Man Inc.

in supply-chain scorecards

support units and

synergies in

U.S. Army

human resources organizations and

activity-based

alignment of

of alignment process

of the alignment process

BSC excellence and

buyouts

customer

framework for strategy execution

of matrix organizations

in strategy implementation

communication by

moral hazard and

ABB

DuPont

failure of

integrating

risk reduction and

alignment

customer value proposition and

financial

investor/analyst information and

motivation and

regulatory/social process

for support departments

compensation and

extrinsic

intrinsic

at Unibanco

Citizen Schools

at Handleman

information technology and

leadership development and

supply-chain scorecards and

in support groups

aligning with structure

history of

aligning with strategy

centralized functional

conglomerates

history of

matrix

multidivisional

post-industrial

strategic themes and

in alignment process

alliance scorecards

customer scorecards and

merger integration and

supplier scorecards and

supply-chain scorecards and

aligning

budget linkage with

building alignment into

collaborative

finance units and

for initiatives

integrated HR/IT

integrated process for

enterprise-derived value and

financial synergies and

Royal Canadian Mounted Police (RCMP)

salmon recovery and

shared customer synergies in

strategic themes and

at Bank of Tokyo-Mitsubishi

boards of directors and

in conglomerates

investor/analyst information and

mergers and acquisitions as

aligning

as discretionary expense centers

at Sport-Man Inc.

alignment of

in alignment process

disclosure to

branding and

at DuPont

enterprise scorecard at

at Handleman

at Sport-Man Inc.

at Handleman

at Sport-Man Inc.

at DuPont Engineering Polymers

Royal Canadian Mounted Police (RCMP)

boards of directors and

communicating

definition of

historical perspective on

management of

review meetings on

support unit

translation of

board

common value propositions and

finance function

for human resources organizations

IT department

line organization

support unit

aligning

at Metalcraft

scorecards for

strategic

at Dana Corporation

delivery

at Metalcraft

quality

timing

collaborative planning, forecasting, and replenishment scorecards in

at Handleman

scorecard for

aligning

in alignment process

closing the loop with

costs/benefits of

extensions of alignment and

finance

finance portfolio of

at Handleman

human resources

information technology

monitoring and evaluating

processes in

strategic services and

strategies and

business process

customer

customer value propositions and

enterprise-derived value and

financial

global economy and

from intangible assets leveraging

learning and growth

from shared processes/services

sources of enterprise-level

at Sport-Man Inc.

from value-chain integration

alignment as source of

enterprise-derived

at Marriott Vacation Club

synergies from

cascading from common

customer

enterprise