---
product_id: 62311074
title: "Execution Premium"
price: "€ 84.41"
currency: EUR
in_stock: true
reviews_count: 12
url: https://www.desertcart.fi/products/62311074-execution-premium
store_origin: FI
region: Finland
---

# Execution Premium

**Price:** € 84.41
**Availability:** ✅ In Stock

## Quick Answers

- **What is this?** Execution Premium
- **How much does it cost?** € 84.41 with free shipping
- **Is it available?** Yes, in stock and ready to ship
- **Where can I buy it?** [www.desertcart.fi](https://www.desertcart.fi/products/62311074-execution-premium)

## Best For

- Customers looking for quality international products

## Why This Product

- Free international shipping included
- Worldwide delivery with tracking
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## Description

Buy Execution Premium 1 by Kaplan, Robert S., Norton, David P. (ISBN: 9781422121160) from desertcart's Book Store. Everyday low prices and free delivery on eligible orders.

Review: Great book about strategy execution. - This is the fifth book by Kaplan and Norton about strategy and Balance Scorecard framework. If you are seriously interested in the strategy process this is must.
Review: Excellent for strategy students or business people that haven't read any Kaplan & Norton - Excellent - Don't hesitate to buy this if the overview is in an area you want more knowledge on. Excellent for strategy students or people that haven't read any Kaplan & Norton. Easy to follow considering it's a respected blueprint for double-stitching strategy through operations'. The Execution Premium: Linking Strategy to Operations for Competitive Advantage

## Technical Specifications

| Specification | Value |
|---------------|-------|
| Best Sellers Rank | 461,342 in Books ( See Top 100 in Books ) 27,815 in Business, Finance & Law |
| Customer reviews | 4.5 4.5 out of 5 stars (147) |
| Dimensions  | 16.51 x 2.54 x 24.13 cm |
| Edition  | 1st |
| ISBN-10  | 142212116X |
| ISBN-13  | 978-1422121160 |
| Item weight  | 658 g |
| Language  | English |
| Print length  | 336 pages |
| Publication date  | 17 Jun. 2008 |
| Publisher  | Harvard Business Review Press |

## Images

![Execution Premium - Image 1](https://m.media-amazon.com/images/I/31dRHKwAX6L.jpg)
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## Customer Reviews

### ⭐⭐⭐⭐⭐ Great book about strategy execution.
*by M***O on 6 October 2024*

This is the fifth book by Kaplan and Norton about strategy and Balance Scorecard framework. If you are seriously interested in the strategy process this is must.

### ⭐⭐⭐⭐⭐ Excellent for strategy students or business people that haven't read any Kaplan & Norton
*by G***D on 4 July 2018*

Excellent - Don't hesitate to buy this if the overview is in an area you want more knowledge on. Excellent for strategy students or people that haven't read any Kaplan & Norton. Easy to follow considering it's a respected blueprint for double-stitching strategy through operations'. The Execution Premium: Linking Strategy to Operations for Competitive Advantage

### ⭐⭐⭐⭐ Six-stage management framework to link strategy and operations
*by G***E on 26 December 2009*

Robert S. Kaplan is professor at Harvard Business School, while David P. Norton is the founder of Balanced Scorecard Collaborative and a director of Palladium Group. This book was published in 2008 and consists of 10 chapters plus a short preface and acknowledgement. There is considerable history behind this book, which goes back to 1992 when the authors introduced the balanced scorecard as a performance management system. The balanced scorecard made it possible for managers to express and measure operational performance. The framework was built around 5 management principles: (1) Mobilize change through executive leadership; (2) translate strategy into operational terms; (3) align the organization to the strategy; (4) motivate to make strategy everyone's job; and (5) govern to make strategy a continual process. This has resulted in four previous books by the authors, which focused primarily on the first 4 principles. In the preface Kaplan and Norton explain that while they set out to document the best practices for the fifth principle, "we ended up with a self-contained and comprehensive mangement system that links strategy and operations." In the first introductory chapter, the authors explain that although many of the building tools for strategy development, strategic planning and operational planning already exist, but that a comperehensive framework to integrate all these tools is still lacking. They therefore introduce a six-stage comprehensive, closed-loop management system that integrates management tools to help companies with strategy execution. In addition, they introduce a new organizational unit that helps design the integrated system. The six-stage framework is almost broken by chapter. Chapter 2 contains a detailed description of the 3 strategy development process. Chapter 3 describes the first 2 strategy planning processes. Chapter 4 describes the 3 initiative management processes. Chapter 5 describes the best practices companies use to align organizational units and employees to the strategy. Chapter 6 discusses the linkaged of strategy to process improvements. Chapter 7 describes the conversion of a strategy plan into plan for resource capacity and for operating and capital expenses. Chapter 8 presens the structure, frequency, partipants, agenda, and actions fo operational and strategy review meetings. Chapter 9 provides detais and several case examples of the test and adapt meetings. Chapter 10 finalises the book and describes the roles and responsibilities for a new unit termed "office of strategy management", who should become the architect, process owner, and integrator of the process embedded in the management system. However, the authors make one explicit additional remark to the 6 strategy management stages: "... leadership is so important to the strategy management system we believe it to be both necessary and sufficient." The necessary condition comes from the authors' experence with the more than 100 enterprises around the world who have become members of the Balance Scorecard Hall of Fame. The sufficiency claim is even bolder as the authors believe that each of the six stages is doable, when guided by a senior management office. However, "we cannot provide a blueprint for visionary and effective leadership." Yes, I do like this book. It does perhaps not bring many new issues to the table, apart from the office of strategy management, but I still believe that the highly visual aspects of the balanced scorecard and this 5-stage framework assist to explain strategy, measures, targets, processes, reviews and findings to all parties involved in organizations. The framework povides great guidelines to organizations to execute their strategy better through improved operations. Highly recommended.

## Frequently Bought Together

- The Execution Premium: Linking Strategy to Operations for Competitive Advantage
- Strategy Maps: Converting Intangible Assets into Tangible Outcomes
- The Balanced Scorecard: Translating Strategy into Action

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*Product available on Desertcart Finland*
*Store origin: FI*
*Last updated: 2026-03-11*