Strategy Maps
by Robert S. Kaplan | 
Competing for the Future
by Gary Hamel | 
The Mind of the Strategist
by Kenichi Ohmae | 
Playing to Win
by A. G. Lafley | 
Competitive Strategy
by Michael E. Porter | 
Up the Organization
by Robert Townsend |
Good Strategy Bad Strategy
by Richard Rumelt |
The Lords of Strategy
by Walter Kiechel | 
Competitive Advantage: Creating and Sustaining Superior Performance
by Michael E. Porter | 
Reengineering the Corporation
by Michael Hammer | 
The Science of Success
by Charles G. Koch |
Thriving on Chaos
by Tom Peters | 
Only the Paranoid Survive
by Andrew S. Grove | 
In Search of Excellence
by Tom Peters | 
Blue Ocean Strategy
by W. Chan Kim | 
Managing The Professional Service Firm
by David H. Maister | 
Zero to One
by Peter Thiel | 
The 1-Page Marketing Plan
by Allan Dib | 
Don't Make Me Think
by Steve Krug | 
Creativity, Inc.
by Ed Catmull |
The Balanced Scorecard translates a company's vision and strategy into a coherent set of performance measures. The four perspectives of the scorecard--financial measures, customer knowledge, internal business processes, and learning and growth--offer a balance between short-term and long-term objectives, between outcomes desired and performance drivers of those outcomes, and between hard objective measures and softer, more subjective measures. In the first part, Kaplan and Norton provide the theoretical foundations for the Balanced Scorecard; in the second part, they describe the steps organizations must take to build their own Scorecards; and, finally, they discuss how the Balanced Scorecard can be used as a driver of change.