Organizations often fail at strategy execution. For the
past 15 years, we have studied companies that achieved
performance breakthroughs by placing the Balanced
Scorecard as the centerpiece of a new strategy
management system. The successful companies align their
key management processes for effective strategy
execution. Many of these companies have now sustained
their focus on strategy execution by establishing an new
corporate-level unit, an Office of Strategy Management (OSM).
Not all organizations, however, have understood the need
for a corporate-level office to align existing
management processes to strategy. Companies, after
developing Balanced Scorecards, often make a major error
by continuing to plan, allocate resources, budget,
report, communicate, and review performance as they had
in the past. Article by Robert S. Kaplan and David P.
Norton. 2005. pdf-file
