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Performance Drivers
A Practical Guide to Using the Balanced Scorecard performance drivers Nils-Goran Olve, Jan Roy and Magnus Wetter Since the groundbreaking work of Robert S. Kaplan and David P. Norton, the concept of the Balanced Scorecard has achieved increasing popularity in the business world. Previously, many organizations had built their business objectives around financial targets and goals that bore little relation to a long-term strategic vision. Typically, this leaves a gap between the development of a company's strategy and its implementation. The business scorecard, however, provides a more 'balanced view' by looking at not just-financial concerns, but also customers, internal business processes, a...
The ValueReporting Revolution
Provides a comprehensive framework for achieving higher levels of corporate information disclosure and transparency In order to decide whether or not a company is a good investment, analysts and investment professionals need to know as much as possible about the company's tangible and intangible assets, as well as a variety of critical performance measures. Written by an international team of experts, The Value Reporting Revolution clearly explains why corporations must move toward greater transparency and, more importantly, it provides a comprehensive framework for achieving that goal. Among other important lessons, readers learn how to identify the gaps between how corporate managers perce...
Mergers and Acquisitions
A merger or an acquisition is usually a challenging endeavor which aims to create value for the owner. However, stakeholder theory shows how such a narrow and one-sided focus is detrimental to value-creation in general -not only for other stakeholders within and outside the organization - but also for the owner. This book shows how different stakeholders, internal and external, may play a critical role during a merger or an acquisition process. It builds on empirical examples that illustrate how various stakeholders play active roles throughout the different phases, and ultimately affect the outcome and the value formation process of the merger or the acquisition.
Crafting Your Thesis
At the beginning of writing a thesis, many questions arise, for example: • How do I know that I have formulated a relevant research problem? • Have I chosen the right empirical method? • Are interviews or observations appropriate? • How should I structure my text to get my point across in the best way? • What exactly is a theory? • How can the quality of my work be assessed? Crafting Your Thesis is a broad and accessible handbook in qualitative methods that gives you clear and concise answers to these questions – and many more. The book can be used both in introductory university courses, where you as a student encounter questions of method for perhaps the first time, and right up to Master’s thesis level, where it gives a quick overview of different available qualitative methods and highlights questions that must be dealt with when crafting the thesis.
Strategic Planning
This book is exceptional treatise on strategic planning for single-business companies that is at once academically rigorous and uncommonly practical.
Balanced Scorecard Step-by-Step
PRAISE FOR Balanced Scorecard Step-By-Step: Maximizing Performance and Maintaining Results, Second Edition "As a practitioner and thought leader, Paul Niven is superbly bridging the gulf between BSC theory and application through hands-on experiences and real-world case studies. The book provides a practical road map, step-by-step, to plan, execute, and sustain a winning scorecard campaign. Easy to read . . . tells a powerful story with lessons learned/best practices from global customer implementations. Must-read for anyone interested in BSC or grappling with how to create a strategically aligned organization." —Vik Torpunuri, President and CEO, e2e Analytix "In Balanced Scorecard Step-by...
Rethinking Performance Measurement
Performance measurement remains a vexing problem for business firms and other kinds of organisations. This book explains why: the performance we want to measure (long-term cash flows, long-term viability) and the performance we can measure (current cash flows, customer satisfaction, etc.) are not the same. The 'balanced scorecard', which has been widely adopted by US firms, does not solve these underlying problems of performance measurement and may exacerbate them because it provides no guidance on how to combine dissimilar measures into an overall appraisal of performance. A measurement technique called activity-based profitability analysis (ABPA) is suggested as a partial solution, especially to the problem of combining dissimilar measures. ABPA estimates the revenue consequences of each activity performed for the customer, allowing firms to compare revenues with costs for these activities and hence to discriminate between activities that are ultimately profitable and those that are not.
Strategy, Control and Competitive Advantage
How should firms’ control systems be designed and used to formulate and implement strategies that will contribute to competitive advantage and sustained high performance? This book offers some thought-provoking suggestions. It contains empirical studies of such diverse manufacturing enterprises as Atlas Copco, Electrolux, Saab, Scania, SCA Packing and Volvo, as well as an insurance company and two chamber orchestras. All firms and organizations presented offer interesting and exciting insights, each in a specific way and each with a fascinating history. The book presents research on the relationship between strategy, control and competitive advantage over extended periods and at several st...
Understanding Competitive Advantage
This book is about competitive advantage and how it is created at the company level. Our theoretical starting point is that the alignment of strategies and control systems affects the firm's chances of successfully positioning itself in its chosen area of competition. The firm is in a better position to concentrate on activities that create value for the customer if its strategies and control systems are mutually consistent and adapted to expected external demands. This book is thus a contribution to the literature that treats competitive advantage on the basis of the match between the environment and internal resources. Our ambition has been to provide additional knowledge in the area through a comprehensive discussion on co-ordination and integration of strategies and control systems.
Strategic Management Control
Strategic management control differs from traditional management control in several important respects. First, it supports both strategy formulation and strategy implementation. Second, it is to a large extent based on non-financial information. Third, it deals with both the long and short term and supports not only tactical, but also strategic and operational decision-making. Fourth, and perhaps most importantly, strategic management control is designed for, and adapted to, each organisation’s unique strategies. In this context, the book emphasises the importance of dialogues. The authors argue that it is unwise to assume that decisions taken at the top of the organisation will automatica...
