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4 von 4 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Read it--Implemented it--Reaped the Rewards!
This is one of those books, you can read and get "aha's" from start to finish. It's not the touchy-feely stuff non-quality believers think when they hear quality and measurements. The authors provide a step by step roadmap that is very well described and visually enhanced with some of the most outstanding charts I've seen. Between the well organized...
Veröffentlicht am 18. September 2000 von frankkr

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1 von 1 Kunden fanden die folgende Rezension hilfreich
2.0 von 5 Sternen A common sense, super hard reading, marketing ploy?
I have read tomes of quantum theory that were easier to read. I find myself going back over and over single sentences, which are half page long. The idea of putting actual strategy, steps & measurements behind a corporate vision is nothing new. I fear this book was more to guide executives toward consulting services, then to contribute to corporate welfare.
Veröffentlicht am 21. September 1998 von tapolyai@roulston.com


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4 von 4 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Read it--Implemented it--Reaped the Rewards!, 18. September 2000
Rezension bezieht sich auf: The Balanced Scorecard: Translating Strategy Into Action (Gebundene Ausgabe)
This is one of those books, you can read and get "aha's" from start to finish. It's not the touchy-feely stuff non-quality believers think when they hear quality and measurements. The authors provide a step by step roadmap that is very well described and visually enhanced with some of the most outstanding charts I've seen. Between the well organized thought and flow of the book--the connections between strategy, tactics, CEO level, worker level, financial, customer, internal business processes, and organizational learning aspects are crystal clear. If you want to change your organization--or just improve what's important in your organization--this one is a must. And, it is not just a balanced measurement program--it leads to a balance management program--with everyone connected.
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3 von 3 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen Overcome Poor Communications and Bureaucracy for New Actions, 12. April 2000
Von 
Donald Mitchell "Jesus Loves You!" (Thanks for Providing My Reviews over 124,000 Helpful Votes Globally) - Alle meine Rezensionen ansehen
(TOP 500 REZENSENT)   
Rezension bezieht sich auf: The Balanced Scorecard: Translating Strategy Into Action (Gebundene Ausgabe)
The Balanced Scorecard looks at the important issues of alignment, coordination, and effective implementation. Most business thinkers like to start with the big picture, and end there. As a result, most ideas for going in a new direction are quickly diluted by misunderstanding, falling back on old habits, and lethargy. Since Peter Drucker first popularized the idea of business strategy, there have been vastly more strategies conceived than there have been strategies successfully implemented as a result. Much attention has been paid to devising better strategies in the last four decades, and little to implementing strategies. The big pay-off is in the implementation, and The Balanced Scorecard is one of handful of books that provide important and valuable guidance to explain what needs to be done to successfully execute strategy. You must have more measures, and different measures than the accounting system provides. You also need to link measures and compensation to the key tasks that each person must perform. This book is simply the Rosetta Stone of communicating and managing strategy. The Balanced Scorecard is the beginning of the practical period of maturity in the field of business strategy. Read this book today to enjoy much more prosperity! I also recommend that you read The Fifth Discipline, The Fifth Discipline Handbook, and The Dance of Change to understand more about the context in which you are trying to make positive change. These four books are excellent companions for each other.
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1 von 1 Kunden fanden die folgende Rezension hilfreich
5.0 von 5 Sternen The Best Way To Overcome Strategic Communications Stalls, 24. Januar 1999
Von 
Donald Mitchell "Jesus Loves You!" (Thanks for Providing My Reviews over 124,000 Helpful Votes Globally) - Alle meine Rezensionen ansehen
(TOP 500 REZENSENT)   
Rezension bezieht sich auf: The Balanced Scorecard: Translating Strategy Into Action (Gebundene Ausgabe)
Since Peter Drucker first popularized the idea of business strategy, there have been vastly more strategies conceived than there have been strategies successfully implemented. Much attention has been paid to devising better strategies, and little to implementing strategies. The big pay-off is in the implementation, and THE BALANCED SCORECORE hits a home run in showing how to explain what needs to be done to successfully execute strategy. You must have more measures, and different measures than the accounting system provides. You also need to link measures to the key tasks that each person must perform. This book is simply the Rosetta Stone of communicating and managing strategy. THE BALANCED SCORECARD is the beginning of the practical period of maturity in the field of business strategy. Read this book today to enjoy much more prosperity!
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5.0 von 5 Sternen Not quite as easy as it looks, 7. Mai 2000
Rezension bezieht sich auf: The Balanced Scorecard: Translating Strategy Into Action (Gebundene Ausgabe)
Many organizations are in the process of implementing the 'Balanced Scorecard', yet some are struggling. Either they fail to implement the measures, or the measures fail to have the expected impact.
Organizations execute four 'mission critical' activities, for a scorecard to succeed. Each is more difficult than might appear and must be performed by a different part of the organization.
1. Articulating the strategy: Top management must articulate and disseminate the strategy. More than measuring success, a performance system communicates a strategy. Without a strategy, the performance measures become an 'anything goes' exercise. 'Anything goes in theory' means that 'everything stays in practice'.
2. Designing the measures: A core task team must design the measures to avoid uneconomic behavior. Poorly thought out measures create counter productive activity.
3. Operationalizing the measures: Once measures are defined, programmers operationalize and automate them.
Even revenue can be complicated in practice: When is it recorded, and what does it include. The task team may well find themselves getting what they asked for, and not what they wanted.
4. Getting the buy-in: Change management skills are needed to align the changes and create buy in. Dilbert cynically states that there are two steps to a great performance measurement system. 1) Gather information and 2) ignore it. For performance measurement to work, the system must be accepted, understood, and aligned to the reward.
The book, 'The Balanced Scorecard' by Kaplan and Norton has become compulsory reading for middle management. It is very good, with the one weakness that it makes performance measurement look deceptively simple.
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1 von 1 Kunden fanden die folgende Rezension hilfreich
2.0 von 5 Sternen A common sense, super hard reading, marketing ploy?, 21. September 1998
Rezension bezieht sich auf: The Balanced Scorecard: Translating Strategy Into Action (Gebundene Ausgabe)
I have read tomes of quantum theory that were easier to read. I find myself going back over and over single sentences, which are half page long. The idea of putting actual strategy, steps & measurements behind a corporate vision is nothing new. I fear this book was more to guide executives toward consulting services, then to contribute to corporate welfare.
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1 von 1 Kunden fanden die folgende Rezension hilfreich
1.0 von 5 Sternen A big disappointment, 1. September 1999
Von Ein Kunde
Rezension bezieht sich auf: The Balanced Scorecard: Translating Strategy Into Action (Gebundene Ausgabe)
This book does not deliver on the expectations built by the initial Balanced Scorecard articles. It does very little to clarify and structure the concept and approach to building a Balanced Scorecard. There are a few interesting ideas but they get lost in a repetitive and hard to read text.
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5.0 von 5 Sternen The Balanced Scorecard: Performance Measurement Paydirt., 17. September 1997
Rezension bezieht sich auf: The Balanced Scorecard: Translating Strategy Into Action (Gebundene Ausgabe)
The Kaplan and Norton tome is paydirt for the performance and quality improvement buffs panning the endless stream of big-promise, small (or no) delivery literature flooding the business section of your favorite caffeine and hardcover (or caffeine and keyboard--Amazon.com) hangout. K & N's pay-off is a conceptual bridge between the MBA's ONLY strategic management quagmire and the mensch in the trench "but how does this stuff fit my quality tools" advocates. So: you don't get Chambers, Porter, and the rest made easy in a baker's dozen (approximately) chapters; nor do you get a Pareto chart prioritized family of measurements easy as a Fannie Farmer biscuit. The K & N gold nugget you do get, however, is the fundamental framework for leading your organization to strategy informed and aligned sets of measurements that peg your financial and intangible resource performance in sustaining your best of the best efforts. K & N's research-based rationale persuasively, if not convincingly, homes in on the central theme that worry about money is important, but if you don't pay attention to the who (Learning and Growth among staff/employees), how (Internal Business Processes), and why (Customer Desires) of your business, even the most promising financials are only the short term glitter of fool's gold
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5.0 von 5 Sternen Packed with Knowledge!, 30. Juni 2005
Von 
Rezension bezieht sich auf: The Balanced Scorecard: Translating Strategy Into Action (Gebundene Ausgabe)
First published in 1996, this management literature classic builds a bridge between traditional, short-term oriented management systems and a more balanced approach integrating new types of measurements into a comprehensive strategy. This book looks senior managers in the eye and asks, "Are you ready for the future?" Some executives respond to the challenge of change by tinkering, adding a few nonfinancial metrics to the "instrumentation cockpit" that tells them how their corporate ship is running. Others have spurned Balanced Scorecard because it requires CEOs to accept feedback from all levels of their organizations so they will know if their assumptions remain relevant amidst rapid change. To date, however, more than 300 major organizations have used this system to enhance their performance, and future prospects. Abraham Lincoln once said that the best thing about the future is that it comes only one day at a time. With apologies to Lincoln, we recommend this book to all senior executives and managers - because the future will be here sooner than you think.
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5.0 von 5 Sternen ELIMINATE STRATEGY STALLS WITH THE BALANCED SCORECARD, 15. April 1999
Von Ein Kunde
Rezension bezieht sich auf: The Balanced Scorecard: Translating Strategy Into Action (Gebundene Ausgabe)
Professor Kaplan has created a business atlas (better than a road map) to help executives understand how to use measurement to align strategy, planning and performance. The scorecard becomes a common vocabulary, eliminating communication stalls. The measures may be changed as conditions require and focus is provided. Unlike so many business models, THE BALANCED SCORECARD lives and adjusts with the organization. As co-author of THE 2,000 PERCENT SOLUTION, I am acutely aware of the harm done by processes that exist because of tradition (that is the way we do it here), the difficulty in communicating ideas and messages, the importance of measurement and the need to measure so many things to learn what causes change and if progress is being made. I appreciate and applaud Professor Kaplan for developing THE BALANCED SCORECARD and for knowing how to introduce it to executives to encourage acceptance and wide-spread use.
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4.0 von 5 Sternen Good Book... just a bit time consuming, 23. März 2000
Rezension bezieht sich auf: The Balanced Scorecard: Translating Strategy Into Action (Gebundene Ausgabe)
The book was introduced to me through a seminar at the American Management Association (AMA). Having had the occurrence to use the methods in both the public and private sector, it was extremely helpful in keeping my applications "basic", yet have the measures affect down and upline management decisions. Once introduced to the system, it's quite revealing what the scorecard reveals.
The only drawback, and it seems I am not alone in this, is the time commitment needed to read the book, and actually have the cognitive level to allow it to penetrate my flooded mind. You must read the book in segments; too much at once and you will lose half of what was read. Taking the time to read it will allow the strategic elements to reach you, and hopefully stay with you.
It's a must for business managers and those charged with critical decisions that affect the system as a whole.
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The Balanced Scorecard: Translating Strategy Into Action
The Balanced Scorecard: Translating Strategy Into Action von David P. Norton (Gebundene Ausgabe - 1. September 1996)
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