In today's business environment, strategy has never been more important. Yet research shows that most companies fail to execute strategy successfully. Behind this abysmal track record lies an undeniable fact: many companies continue to use management processes-top-down, financially driven, and tactical-that were designed to run yesterday's organizations. In "The Strategy-Focused Organization," Robert Kaplan and David Norton share the results of ten years of learning and research into more than 200 companies that have implemented the Balanced Scorecard which is a new approach that makes strategy a continuous process owned not just by top management, but by everyone. Drawing from more than twenty in-depth case studies - including Mobil, CIGNA, Nova Scotia Power, and AT&T Canada - Kaplan and Norton illustrate how Balanced Scorecard adopters have taken their groundbreaking tool to the next level. These organizations have used the scorecard to create an entirely new performance management framework that puts strategy at the center of key management processes and systems. Kaplan and Norton articulate the five key principles required for building Strategy-Focused Organizations: (1) translate the strategy to operational terms, (2) align the organization to the strategy, (3) make strategy everyone's everyday job, (4) make strategy a continual process, and (5) mobilize change through strong, effective leadership. The authors provide a detailed account of how a range of organizations in the private, public and nonprofit sectors have deployed these principles to achieve breakthrough, sustainable performance improvements. Presenting a practical, proven framework steeped in rich case study experience, "The Strategy-Focused Organization" helps solve a universal management problem-not just how to formulate strategy, but how to make it work. Building on one of the most revolutionary business ideas of our time, this important book shows how today's leaders can shape their own companies to meet the challenges and reap the rewards of a new competitive era.

Creating the strategy-focused organization -- How Mobil became a strategy-focused organization / Part one: Translating the strategy to operational terms. Building strategy maps -- Building strategy maps in private sector companies -- Strategy scorecards in nonprofit, government, and health care organizations / Part two: Aligning the organization to create synergies -- Creating business unit synergy -- Creating synergies through shared services / Part three: Making strategy everyone's everyday job. Creating strategic awareness -- Defining personal and team objectives -- The balanced paycheck / Part four: Making strategy a continual process -- Planning and Budgeting -- Feedback and learning -- Mobilizing change through executive leadership -- Leadership and mobilization -- Avoiding the pitfalls.