The Execution Premium

The Execution Premium presents integrally the entire management cycle from defining strategy and planning to operational execution. The conceptual contribution is complemented with success stories and best practices, to facilitate understanding of each stage of this cycle. Understanding how to manage dynamic linking strategic cycle with the operating cycle will allow us to identify opportunities for improvement of these cycles, implement swiftly and educate our executives and employees. This work is invaluable contributions to organizations in Latin America that are challenged to become more competitive in the world.

The Strategy’s activist

This book brings together the experiences of dozens of Latin American organizations and its professionals in charge of strategy, who have had to carry out the challenge of implementing and consolidating the strategic management model based on the Balanced Scorecard. Based on the work of Kaplan and Norton, published in Harvard Business Review articles and in their latest book Execution Premium, authors, academics and business consultants from Brazil and with extensive international experience with a focus on Latin America, develop a cutting-edge topic in the world of modern management, and maximum topicality: the implementation of the strategy.

The book has the endorsement and the prologue of Robert S.Kaplan, creator of the Balanced Scorecard and professor at Harvard Business School. It also has collaborations with prestigious professional public sector organizations and companies of Brazilian origin, which play the role of “activists strategy”, formally in the areas of planning and executing the strategy in their organizations and are part of communities of best practices in this field at the regional level.

 The Power of Co-Creation

Co-creation involves redefining the way organizations involve individuals-customers, employees, suppliers, partners, and other stakeholder in the process of value creation and engaging them in rich experiences for: formulate new advanced strategies; design new attractive products and services; transform management processes; reduce risks and costs; increase market share, loyalty and returns.

Based on an extraordinary research and experience gained by the authors in successful co-creation projects in dozens of the most attractive organizations in the world. The Power of Co-Creation shows with detailed examples from leading companies like Apple, Nike, Unilever Starbucks, Cisco, GlaxoSmithKline, Amazon, Jabil, Predica, Wacoal, Caja Navarra, and many more, how companies have used a wide range of “engagement platform” and even have restructured internal management processes to harness the power the co-creation.

The future of Competition

In this visionary book, CK Prahalad and Venkat Ramaswamy explore why, despite the limitless opportunities for innovation, companies can not satisfy their customers and sustain profitable growth. The explanation for this apparent paradox lies in recognizing the structural changes brought about by the convergence of industries and technologies, omnipresent connectivity and globalization, and as a result, the evolving role of the consumer from a passive receiver to an active co-creator of value.

The personalized co-created experiences are a unique source of value to both consumers and companies. This book presents a detailed overview of new, organizational, functional capabilities and management infrastructure that are required to compete on the basis of experiences and the unique co-creation of value.

Strategy Maps Book

Strategy Maps

More than 75 percent of the market value of an average company is derived from intangible assets that traditional financial measures do not capture. Holding that companies can not manage what  can not measure, Robert S. Kaplan and David P. Norton introduced a revolutionary system to measure results called Balanced Scorecard, in order to allow companies to quantify intangibles as important as people, information and culture.

Using vivid examples of dozens of companies, Kaplan and Norton demonstrate how to create strategy maps as they allow companies to: clarify and communicate their strategies to all employees, identify the key internal processes that drive strategic success, align investments in people, technology and organizational capital for the greatest impact, exposing flaws in the strategies and take timely corrective measures. 

The Strategy Focused Organization

Strategy Focused Organization

In The Strategy-Focused Organization, Robert Kaplan and David Norton share the results of 10 years of learning and research in more than 200 companies that have implemented the Balanced Scorecard. Deeply analyzing more than 20 case studies (including Mobil, CIGNA, and AT & T Canada), Kaplan and Norton show how the pioneers in adopting the Balanced Scorecard lead this tool to the next level. These organizations have used the Balanced Scorecard to create a new performance management model that puts strategy at the center of key systems and management processes.

Kaplan and Norton articulate five key principles required to build a Strategy Focused Organization:

  1. Translate strategy into operational terms
  2. Align the organization with the strategy
  3. Make strategy everyone’s job
  4. Make strategy a continuous process
  5. Mobilize change through strong and effective leadership


The authors of Alignment have refined the Balanced Scorecard to provide an even deeper look at management processes that can help companies create additional corporate value by improving communication inside and outside the organization. The experiences of dozens of companies provide examples of the authors’ system for aligning people and business units, and show companies how to improve their processes for executing strategy.

Business units must be coordinated if they want to save their company time and money. Alignment reduces waste, improves performance and increases opportunities, realizing the potential of a company that is lost when different units have conflicting goals. In Alignment, Robert S. Kaplan and David P. Norton describe the steps a company can take to correct the problem of internal and external misalignment. They believe that leaders at the top must take responsibility for organizational alignment. To help them do it, they use the step-by-step approach of the Balanced Scorecard management system to coordinate the implementation of corporate strategy.

The Balanced Scorecard

More than just a set of indicators, the Balanced Scorecard is a management system capable of directing the energies, skills and expertise of individuals from diverse sectors of the organization for the achievement of long-term strategic goals. Successful companies use the Balanced Scorecard for: Winning consensus and clarity on its strategic objectives; communicate the strategic objectives to the business units, departments, teams and individuals; align strategic planning, resources and budget; get feedback and learn about the effectiveness of the strategic plan and its implementation.

Kaplan and Norton show how senior executives from various sectors are using the Balanced Scorecard both to guide current management and to mark targets for future action. The authors also reveal how to use the Balanced Scorecard as a learning system to check, get feedback and update the strategy of the organization.

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