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Strategy Mapping for Learning Organizations
A01=Phil Jones
Author_Phil Jones
balanced
Balanced Scorecard
Biggest Difference
Category=KFCM
Category=KFCR
Category=KJC
Category=KJMV
Category=KJU
Corporate Strategy Map
Cost Centre
customer
Customer Objectives
Customer Perspective
Environmental Impact Perspective
eq_bestseller
eq_business-finance-law
eq_isMigrated=1
eq_isMigrated=2
eq_nobargain
eq_non-fiction
future
growth
Growth Objective
Growth Perspective
level
Level Strategy Maps
model
Operational Review
perspective
Playing Back
Policy Implementers
Process Objectives
scorecard
Social Impact Perspective
strategic
Strategic Balanced Scorecards
Strategic Learning Model
Strategic Themes
Strategy Map Design
Strategy Maps
tangible
Tangible Future
Te Ch
Tr Ac
UK Corporate Governance Code
UK Customer
Product details
- ISBN 9781032838052
- Weight: 620g
- Dimensions: 174 x 246mm
- Publication Date: 24 Jun 2024
- Publisher: Taylor & Francis Ltd
- Publication City/Country: GB
- Product Form: Paperback
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How can we ensure our strategy will succeed, especially in changing and uncertain times? The answer, as explained in Strategy Mapping for Learning Organizations, is to become a more responsive organization - one that captures its strategy in strategy maps, learns from that strategy and can adapt to deliver results. For anyone involved in managing strategy and performance, applying the powerful strategy mapping techniques will move your balanced scorecard from an operational tool to one of strategy and change. It will help you capture, communicate and manage your strategy more effectively. However, strategy can no longer be simply a top down, annual process. It needs to be more iterative, emergent and involving. Many agile organizations have adopted rolling plans and budgets. To bring greater agility into the wider strategy and performance management processes requires the tools and techniques described in Strategy Mapping for Learning Organizations. Phil Jones provides a detailed guide to developing, rolling out and managing with modern strategy maps and scorecards, building in agility and learning. His book incorporates the latest strategic thinking and models. It places the balanced scorecard in a wider governance context that includes the management of risk and environmental and social responsibility. Fully illustrated with examples from many different organizations, this book will help you deliver your strategy better.
Phil Jones has helped organizations improve how they manage strategy and performance in the UK, Europe, US and Far East, including organizations in sectors as diverse as Banking, Charities, Manufacturing, Local Government, Utilities, Social Care, Retail, Health, Defence and Professional Services. They have ranged from start-ups to multi-national listed organizations. Phil is a consultant, author and speaker on strategy, performance and behaviour in organisations. He worked for Norton & Kaplan (authors of the original balanced scorecard books) for over four years and now runs his own research based consultancy, Excitant Ltd.
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