--- product_id: 7510104 title: "Strategy Maps: Converting Intangible Assets into Tangible Outcomes" price: "€ 51.49" currency: EUR in_stock: true reviews_count: 13 url: https://www.desertcart.at/products/7510104-strategy-maps-converting-intangible-assets-into-tangible-outcomes store_origin: AT region: Austria --- # Strategy Maps: Converting Intangible Assets into Tangible Outcomes **Price:** € 51.49 **Availability:** ✅ In Stock ## Quick Answers - **What is this?** Strategy Maps: Converting Intangible Assets into Tangible Outcomes - **How much does it cost?** € 51.49 with free shipping - **Is it available?** Yes, in stock and ready to ship - **Where can I buy it?** [www.desertcart.at](https://www.desertcart.at/products/7510104-strategy-maps-converting-intangible-assets-into-tangible-outcomes) ## Best For - Customers looking for quality international products ## Why This Product - Free international shipping included - Worldwide delivery with tracking - 15-day hassle-free returns ## Description More than a decade ago, Robert S. Kaplan and David P. Norton introduced the Balanced Scorecard, a revolutionary performance measurement system that allowed organizations to quantify intangible assets such as people, information, and customer relationships. Then, in The Strategy-Focused Organization , Kaplan and Norton showed how organizations achieved breakthrough performance with a management system that put the Balanced Scorecard into action. Now, using their ongoing research with hundreds of Balanced Scorecard adopters across the globe, the authors have created a powerful new tool--the "strategy map"--that enables companies to describe the links between intangible assets and value creation with a clarity and precision never before possible. Kaplan and Norton argue that the most critical aspect of strategy--implementing it in a way that ensures sustained value creation--depends on managing four key internal processes: operations, customer relationships, innovation, and regulatory and social processes. The authors show how companies can use strategy maps to link those processes to desired outcomes; evaluate, measure, and improve the processes most critical to success; and target investments in human, informational, and organizational capital. Providing a visual "aha!" for executives everywhere who can't figure out why their strategy isn't working, Strategy Maps is a blueprint any organization can follow to align processes, people, and information technology for superior performance. Review: Perhaps the Key Illustration of the Kaplan and Norton Series - This offering is the 3rd and one of the most valuable, perhaps the key to Kaplan and Norton’s five book series on how the “Balanced Scorecard” can be used to develop a “Strategy Focused Organization” through “Strategy Maps” to achieve “Alignment” and the “Execution Premium.” The reason this reviewer considers Strategy Maps so valuable is that it so fully exposes this truly dynamic visual tool for describing and communicating an organization’s strategy. While all the books in the series have charts and figures this one has the most by far, 120 within its 438 pages. The book’s part 1 indicates different ways an organization can create value addressing customer, financial, internal along with learning and growth perspectives. Chapters show customer intimacy, product innovation, operational excellence, and standard platform pathways can be pursued. True to its subtitle, part 2 depicts the manner in which intangible assets including human capital, information technology, and organizational capabilities can be defined, described, measured and linked to value creation. Part 3 and 4 are devoted to giving instances and cases relating the building of strategies and strategy maps just as throughout the previous two sections (both business and non-profit/public examples are provided). This book clearly depicts the idea of strategy as hypothesis (e.g. the importance of choosing a particular set of capabilities in which to excel as proposed by Michael Porter). One can see the way these “strategy trees” lay out the logic of a business like a McKinsey “decision tree” presents determinations to be made or a Minto Pyramid arranges the supporting elements of an argument. For example, a strategy map on page 314 conveys the case of Ingersoll-Rand (with whom this writer has had some involvement) pictorially representing the then new “customer intimacy” strategy (e.g. like those described by Wiersma and Treacy). That map indicates important areas of financial performance (e.g. accelerate organic growth) and the customer experiences to be emphasized (e.g. provide the best solutions) as well as process excellence (e.g. drive growth through innovation) and people expertise (e.g. leverage cross-business synergies) that will be required to support that achievement. If the reader needs an explanation of the origins and fundamentals select Kaplan and Norton’s first book, “The Balanced Scorecard.” As one is seeking an overall approach description, choose their second book, “The Strategy Focused Organization.” When looking for a way to devise an enterprise strategy map and cascade that through the portfolio of business units and functions consider the fourth book, “Alignment.” For those at the point of bringing strategy and operations together in a continuous process for strategy management go with the fifth book, “The Execution Premium.” But if you are concerned with illustrating an organization’s strategy as well as the links and interactions necessary to “bring it to life” pick up “Strategy Maps.” Review: Excellent book. Briefly brings structure and sense to many ... - Excellent book. Briefly brings structure and sense to many concepts. Aligns almost every aspect of an organization. I wish there were more details on the human and organizational capital or at least good references. ## Features - Used Book in Good Condition ## Technical Specifications | Specification | Value | |---------------|-------| | Best Sellers Rank | #583,762 in Books ( See Top 100 in Books ) #49 in Business Planning & Forecasting (Books) #812 in Finance (Books) #1,142 in Systems & Planning | | Customer Reviews | 4.6 out of 5 stars 198 Reviews | ## Images ![Strategy Maps: Converting Intangible Assets into Tangible Outcomes - Image 1](https://m.media-amazon.com/images/I/71P0hK0YguL.jpg) ## Customer Reviews ### ⭐⭐⭐⭐⭐ Perhaps the Key Illustration of the Kaplan and Norton Series *by F***I on November 3, 2013* This offering is the 3rd and one of the most valuable, perhaps the key to Kaplan and Norton’s five book series on how the “Balanced Scorecard” can be used to develop a “Strategy Focused Organization” through “Strategy Maps” to achieve “Alignment” and the “Execution Premium.” The reason this reviewer considers Strategy Maps so valuable is that it so fully exposes this truly dynamic visual tool for describing and communicating an organization’s strategy. While all the books in the series have charts and figures this one has the most by far, 120 within its 438 pages. The book’s part 1 indicates different ways an organization can create value addressing customer, financial, internal along with learning and growth perspectives. Chapters show customer intimacy, product innovation, operational excellence, and standard platform pathways can be pursued. True to its subtitle, part 2 depicts the manner in which intangible assets including human capital, information technology, and organizational capabilities can be defined, described, measured and linked to value creation. Part 3 and 4 are devoted to giving instances and cases relating the building of strategies and strategy maps just as throughout the previous two sections (both business and non-profit/public examples are provided). This book clearly depicts the idea of strategy as hypothesis (e.g. the importance of choosing a particular set of capabilities in which to excel as proposed by Michael Porter). One can see the way these “strategy trees” lay out the logic of a business like a McKinsey “decision tree” presents determinations to be made or a Minto Pyramid arranges the supporting elements of an argument. For example, a strategy map on page 314 conveys the case of Ingersoll-Rand (with whom this writer has had some involvement) pictorially representing the then new “customer intimacy” strategy (e.g. like those described by Wiersma and Treacy). That map indicates important areas of financial performance (e.g. accelerate organic growth) and the customer experiences to be emphasized (e.g. provide the best solutions) as well as process excellence (e.g. drive growth through innovation) and people expertise (e.g. leverage cross-business synergies) that will be required to support that achievement. If the reader needs an explanation of the origins and fundamentals select Kaplan and Norton’s first book, “The Balanced Scorecard.” As one is seeking an overall approach description, choose their second book, “The Strategy Focused Organization.” When looking for a way to devise an enterprise strategy map and cascade that through the portfolio of business units and functions consider the fourth book, “Alignment.” For those at the point of bringing strategy and operations together in a continuous process for strategy management go with the fifth book, “The Execution Premium.” But if you are concerned with illustrating an organization’s strategy as well as the links and interactions necessary to “bring it to life” pick up “Strategy Maps.” ### ⭐⭐⭐⭐⭐ Excellent book. Briefly brings structure and sense to many ... *by N***V on October 23, 2016* Excellent book. Briefly brings structure and sense to many concepts. Aligns almost every aspect of an organization. I wish there were more details on the human and organizational capital or at least good references. ### ⭐⭐⭐⭐ Full of Ideas and Examples *by E***N on January 12, 2009* Another fine work by Kaplan and Norton. This is absolutely chock full of example and sample strategy maps. It is a great read AFTER you have read Balanced Scorecard and Strategy Focused Organization. It provides tons of ideas on how to assemble the various components of the strategy map, as well as revisits the selection of overall strategy themes. The BSC system is one of the best developed strategy tools out there, and Kaplan & Norton are the true gurus. ## Frequently Bought Together - Strategy Maps: Converting Intangible Assets into Tangible Outcomes - The Balanced Scorecard: Translating Strategy into Action - The Execution Premium: Linking Strategy to Operations for Competitive Advantage --- ## Why Shop on Desertcart? - 🛒 **Trusted by 1.3+ Million Shoppers** — Serving international shoppers since 2016 - 🌍 **Shop Globally** — Access 737+ million products across 21 categories - 💰 **No Hidden Fees** — All customs, duties, and taxes included in the price - 🔄 **15-Day Free Returns** — Hassle-free returns (30 days for PRO members) - 🔒 **Secure Payments** — Trusted payment options with buyer protection - ⭐ **TrustPilot Rated 4.5/5** — Based on 8,000+ happy customer reviews **Shop now:** [https://www.desertcart.at/products/7510104-strategy-maps-converting-intangible-assets-into-tangible-outcomes](https://www.desertcart.at/products/7510104-strategy-maps-converting-intangible-assets-into-tangible-outcomes) --- *Product available on Desertcart Austria* *Store origin: AT* *Last updated: 2026-06-04*