Produktbild: Managing Performance in Turbulent Times

Managing Performance in Turbulent Times Analytics and Insight

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Beschreibung

Produktdetails

Einband

Gebundene Ausgabe

Verlag

John Wiley & Sons Inc

Seitenzahl

278

Maße (L/B/H)

22.6/15.9/2.7 cm

Gewicht

494 g

Auflage

1. Auflage

Sprache

Englisch

ISBN

978-1-118-05985-2

Beschreibung

Produktdetails

Einband

Gebundene Ausgabe

Verlag

John Wiley & Sons Inc

Seitenzahl

278

Maße (L/B/H)

22.6/15.9/2.7 cm

Gewicht

494 g

Auflage

1. Auflage

Sprache

Englisch

ISBN

978-1-118-05985-2

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  • Produktbild: Managing Performance in Turbulent Times
  • Foreword xi

    Preface xv

    Acknowledgments xxi

    PART ONE Turbulence and Performance Management Today

    Chapter 1 Understanding Turbulence 3

    The World Is More Turbulent Today 3

    Understanding Turbulence 10

    Effects of Turbulence on Organizations 14

    What We're Seeing in Practice Today 16

    Summary 18

    Case Study: The Decline of the Handleman Company 18

    Notes 20

    Chapter 2 Performance Management Today 21

    Performance Management--Still an Emerging Discipline 21

    Shortcomings of Today's Performance Management Systems 25

    Principles of Managing Performance in Turbulent Times 28

    Performance Management for Turbulent Environments: The PM4TE Process 31

    Summary 37

    Notes 38

    PART TWO The Performance Management Core Process for Turbulent Environments

    Chapter 3 Model Performance 41

    Why Model Performance during Turbulent Times? 43

    Benefi ts of Modeling Performance in the PM4TE Process 50

    Steps to Modeling an Organization's Performance 51

    Critical Success Factors 60

    Summary 61

    Case Study: Ricoh Corporation 62

    Notes 66

    Chapter 4 Manage Projects 67

    Why Manage Projects during Turbulent Times? 69

    State of the Art 69

    Benefi ts of Managing Projects in the PM4TE Process 75

    Steps to Managing an Organization's Vital Projects 77

    Critical Success Factors 83

    Summary 85

    Case Study: Hubbell Lighting, Inc. 85

    Notes 91

    Chapter 5 Measure Progress 93

    Why Measure Progress during Turbulent Times? 95

    State of the Art 95

    Understanding Measurement Today 96

    Performance Measurement Frameworks 98

    Benefi ts of Measuring Progress in the PM4TE Process 104

    Steps to Measuring Progress 106

    Critical Success Factors 111

    Summary 113

    Case Study: British Airways 113

    Notes 118
    Chapter 6 Make Decisions 119

    Why Make Decisions during Turbulent Times? 120

    State of the Art 122

    Benefi ts of Making Decisions in the PM4TE Process 130

    Steps to Making Decisions 132

    Critical Success Factors 135

    Summary 136

    Case Study: 1st Marine Logistics Group, United States Marine Corps 137

    Notes 141

    PART THREE Performance Management for Turbulent Environments Model Enablers

    Chapter 7 Strategic Intelligence 145

    Why Strategic Intelligence Is a Model Enabler 147

    Understanding Strategic Intelligence 149

    Critical Success Factors 159

    Summary 160

    Case Study: Federal Bureau of Investigation 161

    Notes 166

    Chapter 8 Continuous Conversation 167

    Why Continuous Conversation Is a Model Enabler 169

    Understanding Continuous Conversation 171

    Critical Success Factors 177

    Summary 178

    Case Study: Google 179

    Notes 183

    Chapter 9 Accelerated Learning 185

    Why Accelerated Learning Is a Model Enabler 187

    Understanding Accelerated Learning 189

    Critical Success Factors 197

    Summary 199

    Case Study: Progress Software 199

    Notes 203

    Chapter 10 Organizational Alignment 205

    Why Organizational Alignment Is a Model Enabler 207

    Understanding Organizational Alignment 209

    Critical Success Factors 219

    Summary 220

    Case Study: Altra Industrial Motion 221

    Notes 226

    Chapter 11 Engaged Leadership 229

    Why Engaged Leadership Is a Model Enabler 231

    Understanding Leadership Engagement 233

    Critical Success Factors 240

    Summary 241

    Case Study: RSA Security 241

    Notes 246

    PART FOUR Making the Model Work

    Chapter 12 Making It Work 249

    The Logic of Cycles 251

    Stage 1: Performance Management Cycle 253

    Stage 2: Execution Management Cycle 255

    Stage 3: Model Enablers 259

    The Performance Management in Turbulent Environments Assessment: Determining the Current State of the Model 260

    Summary 260

    Appendix: Deloitte Enterprise Value Map Excerpt 263

    About the Authors 265

    Index 267