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The King James Bible was the result of an extraordinary effort over nearly a century to make many good English translations and turn them into what the translators called 'one principal good one, not justly to be excepted against'. David Norton traces the work of Tyndale and his successors, analysin... More

In the city that invented the diner, so many amazing restaurants remain only in memories. The Silver Top had fresh coffee every twenty minutes, and the Ever Ready was hot dog heaven. Miss Dutton's Green Room and the Shepard Tea Room beckoned shoppers in their Sunday finest. At Childs, the griddle ch... More

Steamships once plied the waters of Narragansett Bay, carrying thousands of guests to feasts of clams prepared in every way imaginable at scenic spots like Rocky Point and Crescent Park. After hurricanes and pollution destroyed Rhode Island’s soft-shell clam and oyster beds, the quahog became the st... More

HBR Case Study... More

David and Mary Norton present the definitive scholarly edition of one of the greatest philosophical works ever written. This second volume begins with their 'Historical Account' of the Treatise, an account that runs from the beginnings of the work to the period immediately following Hume's death in... More

David and Mary Norton present the definitive scholarly edition of one of the greatest philosophical works ever written. This first volume contains the critical text of David Hume's Treatise of Human Nature (1739/40), followed by the short Abstract (1740) in which Hume set out the key arguments of th... More

What role have parliaments played in the dramatic changes occurring in Eastern and Central Europe? Adopting a common research framework, the contributors analyse in detail the role and operations of parliaments in ten of the new democracies. They focus on what determines their capacity to have some ... More

Each Cambridge Companion to a philosophical figure is made up of specially commissioned essays by an international team of scholars, providing students and non-specialists with an introduction to a major philosopher. The series aims to dispel the intimidation that readers may feel when faced with t... More

This collection highlights the most important ideas and concepts from Robert S. Kaplan and David P. Norton, authors of The Balanced Scorecard, a revolutionary performance measurement system that allows organizations to quantify intangible assets such as people, information, and customer relationship... More

An organization's strategy describes how it intends to create value for its shareholders, customers, and citizens. If an organization's intangible assets represent more than 75% of its value, then its strategy formulation and execution need to explicitly address the mobilization and alignment of int... More

The Balanced Scorecard strategy map provides a framework to illustrate how strategy links intangible assets to value-creating processes. Building a strategy map forces an organization to clarify the logic of how it will create value and for whom. This chapter describes the principles involved in bui... More

Operating processes produce and deliver goods and services to customers, and while operational excellence alone is not the basis of a sustainable strategy, managing operations remains a priority for all organizations. Without excellent operations, companies will find it difficult to execute strategi... More

Customer management reflects much of what's new in modern business strategy. Whereas innovation and operations management processes remain important to strategic success, the evolution of computer and communications technology has shifted the balance of power from producers to customers. This chapte... More

Sustaining competitive advantage requires that organizations continually innovate to create new products, services, and processes. Exceptional innovation capabilities determine industry leaders. This chapter identifies high-level objectives and associated measures for four innovation processes, incl... More

Many companies today recognize that achieving excellence in environmental, safety, health, employment, and community practices are part of long-term, value-creating strategies. Companies that excel in critical regulatory and social processes can enhance their reputation among customers and investors... More

The learning and growth perspective of the Balanced Scorecard highlights the role for aligning the organization's intangible assets to its strategy. The three components of intangible assets (human capital, information capital, and organization capital) must be aligned with the objectives for intern... More

How do organizations develop a measure of human capital (HC) readiness? This measure represents the availability of employee skills, talent, and know-how to perform the internal processes critical to the strategy's success. This chapter introduces a framework that enables organizations to identify H... More

Information capital is the raw material for creating value in the new economy. Information capital, consisting of systems, databases, libraries, and networks, makes information and knowledge available to the organization. This chapter focuses on evaluation of information capital based on strategic a... More

To complement alignment of competencies and technologies, executives must also develop organization capital, defined as the ability of the organization to mobilize and sustain the process of change required to execute the strategy. Organization capital provides the capability for integration so that... More

A well-constructed strategy map should show the interrelationships among the organization's internal processes and intangible assets that create sustainable competitive advantage. The value proposition in the customer perspective, the critical internal processes, and the intangible assets in the lea... More

The strategy map by itself is simply a static representation of strategy, identifying the outcomes and the drivers of value creation. This chapter describes how adding three ingredients (quantity, defined time line, and select initiatives) transforms the strategy map into a dynamic management tool t... More

This chapter documents three case studies of strategy maps in private-sector companies Northwestern Mutual, Media General, and Volvofinans. These organizations use the strategy map to clarify strategy at the execution level; communicate strategy to employees; align business units, departments, funct... More

This chapter presents strategy maps for several public-sector organizations, including the Royal Canadian Mounted Police, the United Kingdom Ministry of Defense, and the Fulton County School Systems. These case studies provide examples of how to build a comprehensive, integrated visual representatio... More

Nonprofit organizations strive to deliver mission outcomes, not superior financial performance. So even more than for-profit companies, these organizations need a comprehensive system of nonfinancial and financial measures to motivate and evaluate their performance. This chapter examines the strateg... More

Relying on case studies and evidence gathered from over 200 companies, the authors of "The Balanced Scorecard," show how strategy-focused organizations have used The Balanced Scorecard to place strategy at the center of their management processes, focusing and aligning their executive teams, busines... More