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by David P. Norton, Robert Kaplan
Alignment: Using the Balanced Scorecard to Create Corporate Synergies
Title Page
Copyright Page
Table of Contents
PREFACE
ACKNOWLEDGMENTS
NOTES
CHAPTER ONE - ALIGNMENT A SOURCE OF ECONOMIC VALUE
ALIGNMENT MATTERS
ENTERPRISE-DERIVED VALUE
THE ALIGNMENT SEQUENCE
MANAGING ALIGNMENT AS A PROCESS
CASE STUDY: SPORT-MAN INC.
SUMMARY
NOTES
CHAPTER TWO - CORPORATE STRATEGY AND STRUCTURE HISTORICAL PERSPECTIVE
ALIGNING STRUCTURE WITH STRATEGY
BALANCED SCORECARD: A SYSTEM FOR ALIGNING CORPORATE STRATEGY AND STRUCTURE
NOTES
CHAPTER THREE - ALIGNING FINANCIAL AND CUSTOMER STRATEGIES
FINANCIAL SYNERGIES: THE HOLDING COMPANY MODEL
CASE STUDY: AKTIVA
CASE STUDY: NEW PROFIT INC.
FINANCIAL SYNERGIES: CORPORATE BRANDS AND THEMES
CASE STUDY: INGERSOLL-RAND
SYNERGIES FROM SHARED CUSTOMERS
CASE STUDY: MEDIA GENERAL
SYNERGIES FROM A COMMON CUSTOMER VALUE PROPOSITION
CASE STUDY: HILTON HOTELS
CASE STUDY: CITIZEN SCHOOLS
SUMMARY
NOTES
CHAPTER FOUR - ALIGNING INTERNAL PROCESS AND LEARNING AND GROWTH STRATEGIES: INTEGRATED STRATEGIC THEMES
SYNERGIES FROM SHARED PROCESSES AND SERVICES
CASE STUDY: BANK OF TOKYO-MITSUBISHI (HQA)
SYNERGIES FROM VALUE-CHAIN INTEGRATION
CASE STUDY: MARRIOTT VACATION CLUB (MVCI)
SYNERGIES FROM LEVERAGING INTANGIBLE ASSETS
CASE STUDY: IBM LEARNING
INTEGRATION USING CORPORATE STRATEGIC THEMES
CASE STUDY: DUPONT ENGINEERING POLYMERS DIVISION
CASE STUDY: ROYAL CANADIAN MOUNTED POLICE
CASE STUDY: SALMON RECOVERY IN WASHINGTON STATE
SUMMARY
NOTES
CHAPTER FIVE - ALIGNING SUPPORT FUNCTIONS
SUPPORT UNIT PROCESSES
SUPPORT UNIT STRATEGIES
PORTFOLIO OF STRATEGIC SERVICES
CASE STUDY: THE HANDLEMAN CORPORATION
ALIGNING THE SUPPORT ORGANIZATION
CASE STUDY: HUMAN RESOURCES AT INGERSOLL-RAND
CASE STUDY: LOCKHEED MARTIN ENTERPRISE INFORMATION SYSTEMS
CASE STUDY: HANDLEMAN FINANCE DEPARTMENT
CLOSING THE LOOP
EXTENSIONS
SUMMARY
NOTES
CHAPTER SIX - CASCADING THE PROCESS
FRANCHISE OPERATIONS: TOP-DOWN COMMON VALUE PROPOSITIONS
HOLDING COMPANIES: BOTTOM-UP
HYBRID CASCADING PROCESSES
TOP-DOWN CASE STUDY: U.S. ARMY
TOP-TO-MIDDLE AND MIDDLE-TO-TOP CASE STUDY: MDS CORPORATION
CAN BUSINESS UNITS GO FIRST?
MIDDLE-TO-TOP-DOWN: THE BANK OF TOKYO-MITSUBISHI, HEADQUARTERS FOR THE AMERICAS
SUMMARY
CHAPTER SEVEN - ALIGNING BOARDS AND INVESTORS
GOVERNANCE 101
LIMITED TIME, LIMITED KNOWLEDGE
USING THE BALANCED SCORECARD IN BOARD GOVERNANCE
ALIGNING INVESTORS AND ANALYSTS
SUMMARY
NOTES
CHAPTER EIGHT - ALIGNING EXTERNAL PARTNERS
SUPPLIER SCORECARDS
A SUPPLY-CHAIN BALANCED SCORECARD
CUSTOMER SCORECARDS
ALLIANCE SCORECARDS
MERGER INTEGRATION
SUMMARY
NOTES
CHAPTER NINE - MANAGING THE ALIGNMENT PROCESS
CREATING ALIGNMENT
MANAGING AND SUSTAINING ALIGNMENT
ACCOUNTABILITY
SUMMARY
NOTES
CHAPTER 10 - TOTAL STRATEGIC ALIGNMENT
STRATEGIC FIT
ORGANIZATION ALIGNMENT
HUMAN CAPITAL ALIGNMENT
PLANNING AND CONTROL SYSTEMS ALIGNMENT
ALIGNING HUMAN CAPITAL
ALIGNING PLANNING, OPERATIONS, AND CONTROL SYSTEMS
SUMMARY
NOTES
INDEX
ABOUT THE AUTHORS
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Copyright Page
Alignment
Using the Balanced Scorecard to Create Corporate Synergies
Robert S. Kaplan
David P. Norton
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