Managing Performance in Turbulent Times - Ed Barrows

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Résumé :
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.

Biographie:
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.

Sommaire:
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