Managing Performance in Turbulent Times
(Sprache: Englisch)
Straightforward playbook for executing world-class strategy for tangible results Designed with three key ideas: leverage the tools that are working, simplify the model, and make the content readable for managers, Managing Performance in Turbulent Times is a...
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Produktinformationen zu „Managing Performance in Turbulent Times “
Straightforward playbook for executing world-class strategy for tangible results Designed with three key ideas: leverage the tools that are working, simplify the model, and make the content readable for managers, Managing Performance in Turbulent Times is a road map for the modern strategy manager. Through their simplified execution process the authors--performance management experts--show executives how to get results and execute even in the most difficult conditions.
- Addresses importance of adaptability to change within today's business environment
- Explores the environmental turbulence that constantly confounds virtually all organizational systems, with workable solutions
- Provides a streamlined execution process any organization can use to improve business results
Managers need tools to do their jobs better. Filled with proven solutions, this book reveals how to get results through successful strategy execution, presenting a process that will help your organization execute strategy in a simplified, efficient manner.ned with three key ideas: leverage the tools that are working, simplify the model, and make the content readable for managers, Managing Performance in Turbulent Times is a road map for the modern strategy manager. Through their simplified execution process the authors--performance management experts--show executives how to get results and execute even in the most difficult conditions.
- Addresses importance of adaptability to change within today's business environment
- Explores the environmental turbulence that constantly confounds virtually all organizational systems, with workable solutions
- Provides a streamlined execution process any organization can use to improve business results
Managers need tools to do their jobs better. Filled with proven solutions, this book reveals how to get results through successful strategy execution, presenting a proces
- Addresses importance of adaptability to change within today's business environment
- Explores the environmental turbulence that constantly confounds virtually all organizational systems, with workable solutions
- Provides a streamlined execution process any organization can use to improve business results
Managers need tools to do their jobs better. Filled with proven solutions, this book reveals how to get results through successful strategy execution, presenting a process that will help your organization execute strategy in a simplified, efficient manner.ned with three key ideas: leverage the tools that are working, simplify the model, and make the content readable for managers, Managing Performance in Turbulent Times is a road map for the modern strategy manager. Through their simplified execution process the authors--performance management experts--show executives how to get results and execute even in the most difficult conditions.
- Addresses importance of adaptability to change within today's business environment
- Explores the environmental turbulence that constantly confounds virtually all organizational systems, with workable solutions
- Provides a streamlined execution process any organization can use to improve business results
Managers need tools to do their jobs better. Filled with proven solutions, this book reveals how to get results through successful strategy execution, presenting a proces
Klappentext zu „Managing Performance in Turbulent Times “
Straightforward playbook for executing world-class strategy for tangible resultsDesigned with three key ideas: leverage the tools that are working, simplify the model, and make the content readable for managers, Managing Performance in Turbulent Times is a road map for the modern strategy manager. Through their simplified execution process the authors--performance management experts--show executives how to get results and execute even in the most difficult conditions.
Addresses importance of adaptability to change within today's business environment
Explores the environmental turbulence that constantly confounds virtually all organizational systems, with workable solutions
Provides a streamlined execution process any organization can use to improve business results
Managers need tools to do their jobs better. Filled with proven solutions, this book reveals how to get results through successful strategy execution, presenting a process that will help your organization execute strategy in a simplified, efficient manner.
Simplify strategy and get tangible results Managing Performance in Turbulent Times
"In a business environment in which variability and change are the new norms, traditional static business models and performance measurement systems are no longer adequate. Barrows and Neely provide a comprehensive, proven process for measuring and managing performance in turbulent environments that moves beyond existing performance measurement frameworks to encompass the dynamic management of the entire business execution cycle." -- Christopher D. Ittner, Ernst & Young Professor of Accounting, The Wharton School, University of Pennsylvania
"Performance management in a high-tech company is an ongoing battle of trying to stay ahead of tomorrow's market while delivering today's results. The PM4TE process ensures the right focus is maintained on the critical aspects of performance management that enable successful execution of both." -- Rick Reidy, Chief Executive Officer, Progress Software
"Managing Performance in Turbulent Times provides the right approaches to improve the way strategies are modeled, projects are managed, progress is monitored, and decisions are made in today's dynamic and uncertain environment. The approaches are highly adaptable and can be applied in any organization to get rapid results." -- Dr. Mark L. Frigo, PhD, CPA, CMA; Distinguished Professor of Strategy and Leadership; Director, Strategic Risk Management Lab, Kellstadt Graduate School of Business, DePaul University; and author of Driven: Business Strategy, Human Actions, and the Creation of Wealth
"We use the PM4TE process at Hubbell Lighting to focus our management team's attention on the critical objectives, performance metrics, and projects that drive our business. In an industry environment where the speed of change is increasing rapidly and competition is globally intense, we've been able to successfully adapt our organization and deliver valuable results." -- Scott H. Muse, President, Hubbell Lightingng Performance in Turbulent Times provides the right approaches to improve the way strategies are modeled, projects are managed, progress is monitored, and decisions are made in today's dynamic and uncertain environment. The approaches are highly adaptable and can be applied in any organization to get rapid results." -- Dr. Mark L. Frigo, PhD, CPA, CMA; Distinguished Professor of Strategy and Leadership; Director, Strategic Risk Management Lab, Kellstadt Graduate School of Business, DePaul University; and author of Driven: Business Strategy, Human Actions, and the Creation of Wealth
"We use the PM4TE process at Hubbell Lighting to focus our management team's attention on the critical objectives, performance metrics, and projects that drive our business. In an industry environment where the speed of change is increasing rapidly and competition is globally intense, we've been able to successfully adapt our organization and deliver valuable results." -- Scott H. Muse, Presiden
"In a business environment in which variability and change are the new norms, traditional static business models and performance measurement systems are no longer adequate. Barrows and Neely provide a comprehensive, proven process for measuring and managing performance in turbulent environments that moves beyond existing performance measurement frameworks to encompass the dynamic management of the entire business execution cycle." -- Christopher D. Ittner, Ernst & Young Professor of Accounting, The Wharton School, University of Pennsylvania
"Performance management in a high-tech company is an ongoing battle of trying to stay ahead of tomorrow's market while delivering today's results. The PM4TE process ensures the right focus is maintained on the critical aspects of performance management that enable successful execution of both." -- Rick Reidy, Chief Executive Officer, Progress Software
"Managing Performance in Turbulent Times provides the right approaches to improve the way strategies are modeled, projects are managed, progress is monitored, and decisions are made in today's dynamic and uncertain environment. The approaches are highly adaptable and can be applied in any organization to get rapid results." -- Dr. Mark L. Frigo, PhD, CPA, CMA; Distinguished Professor of Strategy and Leadership; Director, Strategic Risk Management Lab, Kellstadt Graduate School of Business, DePaul University; and author of Driven: Business Strategy, Human Actions, and the Creation of Wealth
"We use the PM4TE process at Hubbell Lighting to focus our management team's attention on the critical objectives, performance metrics, and projects that drive our business. In an industry environment where the speed of change is increasing rapidly and competition is globally intense, we've been able to successfully adapt our organization and deliver valuable results." -- Scott H. Muse, President, Hubbell Lightingng Performance in Turbulent Times provides the right approaches to improve the way strategies are modeled, projects are managed, progress is monitored, and decisions are made in today's dynamic and uncertain environment. The approaches are highly adaptable and can be applied in any organization to get rapid results." -- Dr. Mark L. Frigo, PhD, CPA, CMA; Distinguished Professor of Strategy and Leadership; Director, Strategic Risk Management Lab, Kellstadt Graduate School of Business, DePaul University; and author of Driven: Business Strategy, Human Actions, and the Creation of Wealth
"We use the PM4TE process at Hubbell Lighting to focus our management team's attention on the critical objectives, performance metrics, and projects that drive our business. In an industry environment where the speed of change is increasing rapidly and competition is globally intense, we've been able to successfully adapt our organization and deliver valuable results." -- Scott H. Muse, Presiden
Inhaltsverzeichnis zu „Managing Performance in Turbulent Times “
- Foreword - Preface
- Acknowledgments
Part One: Turbulence and Performance Management Today
Chapter 1: Understanding Turbulence The World Is More Turbulent Today Than Ever Before Understanding Turbulence Effects of Turbulence on Organizations Case Study: The Decline of The Handleman Company What We're Seeing in Practice Today
Chapter Summary Notes
Chapter 2: Performance Management Today Performance Management--An Emerging Discipline Still Shortcomings with Today's Performance Management Systems Principles of Managing Performance in Turbulence Times Performance Management for Turbulence (PM4TE) Process
Chapter Summary Notes
Part Two: The Performance Management Core Model for Turbulent Times
Chapter 3: Model Performance Why Model Performance during Turbulent Times?
Benefits of Modeling Performance in the PM4TE Process Steps to Modeling an Organization's Performance Critical Success Factors
Chapter Summary Case Study: FujiFilm Imaging Division Notes
Chapter 4: Manage Projects Why Manage Projects During Turbulent Times?
State of the Art Benefits of Managing Projects in the PM4TE Process Steps to Managing an Organization's Vital Projects Critical Success Factors
Chapter Summary Case Study: Hubbell Lighting Notes
Chapter 5: Measure Performance Why Measure Performance during Turbulent Times?
State of the Art Understanding Measurement Today Performance Measurement Frameworks Benefits of Measuring Performance in the PM4TE Process Steps to Measuring Performance Critical Success Factors
Chapter Summary Case Study: British Airways Notes
Chapter 6: Make Decisions Why Make Decisions during Turbulent Times State of the Art Benefits of Making Decisions in the PM4TE Process Steps to Making Decisions Critical Success Factors
Chapter Summary Case Study: 1st Marine Logistics Group, United States Marine Corps Notes
Part Three: Performance Management for Turbulent Times Model Enablers
Chapter 7: Strategic
... mehr
Intelligence Why Strategic Intelligence is a Process Enabler Understanding Strategic Intelligence Critical Success Factors
Chapter Summary Case Study: Federal Bureau of Investigation Notes
Chapter 8: Continuous Conversation Why Continuous Conversation is a Process Enabler Understanding Continuous Conversation Critical Success Factors
Chapter Summary Case Study: Google Notes
Chapter 9: Accelerated Learning Why Accelerated Learning is a Process Enabler Understanding Accelerated Learning Critical Success Factors
Chapter Summary Case Study: Progress Software Notes
Chapter 10: Organizational Alignment Why Organizational Alignment is a Process Enabler Understanding Organizational Alignment Critical Success Factors
Chapter Summary Case Study: Altra Industrial Motion Notes
Chapter 11: Engaged Leadership Why Engaged Leadership is a Process Enabler Understanding Leadership Engagement Critical Success Factors
Chapter Summary Case Study: Alcon Laboratories Notes Part Four: Making the Model Work
Chapter 12: Making It Work The Logic of Cycles Stage 1: Performance Management Cycle Stage 2: Execution Management Cycle Stage 3: Enabling Foundation The Performance Management in Turbulence Assessment--Determining the Current State of the Model Component
- Chapter Summary
- About the Authors
- Index a Process Enabler Understanding Accelerated Learning Critical Success Factors
Chapter Summary Case Study: Progress Software Notes
Chapter 10: Organizational Alignment Why Organizational Alignment is a Process Enabler Understanding Org
Chapter Summary Case Study: Federal Bureau of Investigation Notes
Chapter 8: Continuous Conversation Why Continuous Conversation is a Process Enabler Understanding Continuous Conversation Critical Success Factors
Chapter Summary Case Study: Google Notes
Chapter 9: Accelerated Learning Why Accelerated Learning is a Process Enabler Understanding Accelerated Learning Critical Success Factors
Chapter Summary Case Study: Progress Software Notes
Chapter 10: Organizational Alignment Why Organizational Alignment is a Process Enabler Understanding Organizational Alignment Critical Success Factors
Chapter Summary Case Study: Altra Industrial Motion Notes
Chapter 11: Engaged Leadership Why Engaged Leadership is a Process Enabler Understanding Leadership Engagement Critical Success Factors
Chapter Summary Case Study: Alcon Laboratories Notes Part Four: Making the Model Work
Chapter 12: Making It Work The Logic of Cycles Stage 1: Performance Management Cycle Stage 2: Execution Management Cycle Stage 3: Enabling Foundation The Performance Management in Turbulence Assessment--Determining the Current State of the Model Component
- Chapter Summary
- About the Authors
- Index a Process Enabler Understanding Accelerated Learning Critical Success Factors
Chapter Summary Case Study: Progress Software Notes
Chapter 10: Organizational Alignment Why Organizational Alignment is a Process Enabler Understanding Org
... weniger
Autoren-Porträt von Ed Barrows, Andy Neely
Ed Barrows (ed@cambridgeperformancepartners.com) is a management consultant with over twenty years of business performance management and process improvement experience. He has held professional services positions with Deloitte, GE Capital, PricewaterhouseCoopers, and Balanced Scorecard Collaborative/PalladiumGroup, where he was a vice president responsiblefor executive education. His clients include Alcon Labs, Energizer, the FBI, Fujifilm, Hubbell Lighting, Ricoh, and dozens of other organizations in the public and private sectors.Andy Neely (andy@cambridgeperformancepartners.com) holds joint appointments at the University of Cambridge and Cranfield School of Management. Andy is widely recognized as one of the world's leading authorities on organizational performance measurement and management. He has authored or coauthored over 100 books and articles, including Measuring Business Performance and The Performance Prism.
Bibliographische Angaben
- Autoren: Ed Barrows , Andy Neely
- 2012, 1. Auflage., 277 Seiten, Maße: 16,4 x 24 cm, Gebunden, Englisch
- Verlag: Wiley & Sons
- ISBN-10: 1118059859
- ISBN-13: 9781118059852
Sprache:
Englisch
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