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Strategy Maps
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Strategy Maps Customer Reviews
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♥♥♥♥♥ Good introduction but could use more details.
In their book Strategy Maps, Kaplan and Norton further their discussion on the balanced scorecard as a tool to measure and in turn better manage intangible assets. The book is separated into five sections. The section that I found to be most interesting dealt with intangible assets. Kaplan and Norton state that more than 75% of the average company's market value is derived from intangible assets. Assets such as well-trained employees and a shared vision and corporate culture are almost impossible to measure. Kaplan and Norton believe that without a proper way to measure these assets, managers will forget about them and those assets will not be managed appropriately. While the balanced scorecard is a good way to measure these assets, strategy maps clarifies what these assets are and why they important to firms. By using strategy maps as a tool when implementing the balanced scorecard method of measurement, companies are more likely to focus their attention on the unique assets that will benefit them the most.

I found Strategy Maps to be an interesting read. While I wonder if the cost of time spent to prepare the balanced scorecard method outweighs the benefits of knowing how to measure the immeasurable, I can understand Kaplan and Norton's view that what is not measured cannot be managed. The book was well organized with a vast amount of real-world examples to better explain the content. I felt that some of the ideas were not developed well enough but the book gave a decent introduction to the idea of strategy maps and the balanced scorecard.
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