The Economist : How to keep your business goals on target.
Title:
The Economist : How to keep your business goals on target.
Author:
Syrett, Michel.
ISBN:
9781847650337
Personal Author:
Physical Description:
1 online resource (177 pages)
Contents:
Cover -- Dedication -- Acknowledgements -- 1 Setting the scene -- The problem defined: vision is nothing without execution -- Looking back: British Airways -- Looking back: General Electric -- Looking at the present: Domaine Chandon -- Looking at the present: the case examples in this book -- 2 Friction -- General Electric: turning slogans into mantras in 1990s Hungary -- Pfizer: dealing with discordancy -- Friction: the military provenance -- Friction: the business version -- Strategy: the make-or-break role of the line -- From friction to focus -- 3 Focus -- Luxfer Gas Cylinders: moving beyond operational excellence -- Focusing on "hot spots" -- Domaine Chandon: from focus to clarity -- Lipper: clarity as bedrock -- Pfizer: turning around its teams -- Delegation and discretionary powers: the essence of military command -- From clarity to communication -- 4 Communication -- Diageo Möet Hennessy Japan: words really matter -- Communication or consultation: the new realities -- IBM: test-marketing new values -- Networks not hierarchies: the new social imperative -- Reuters: fast forwarding corporate transformation -- 5 Behaviour -- Luncheon Vouchers in 1989: creating a competitive environment -- Behaviour and how it is shaped -- Deutsche Bank and employee commitment: a new area of risk -- Behaviour: the strategy execution challenge -- Coaching and personal support: the learning agenda -- Internal and external consultancy support: the changing agenda -- From coaching to measurement -- 6 Measurement -- HSBC Rail (UK): charting the future through corporate cartography -- Strategic Measurement Tool 1: the strategy map -- Strategy execution: the importance of effective performance measures -- Strategic Measurement Tool 2: the balanced scorecard -- British Telecom: aligning human resources to the business strategy.
Strategic Measurement Tool 3: the mission dashboard -- Thomson Financial: using clear measures to achieve great performance -- From measurement to leadership -- 7 Leadership -- Six leadership roles for successful strategy execution -- Instilling focus and clarity -- Generating commitment and engagement -- Allocating scant resources -- Creating the right milestones of achievement -- Fostering collaboration -- Managing pace -- 8 Change -- Reuters: shifting gear as circumstances demand -- Strategy change management: the new context -- Managing uncertainty: a new management discipline -- 9 Innovation -- East African Breweries: exploring the links between clarity and creativity -- The underlying need and desire for innovation -- Fostering innovation: eight roles -- Look below the surface -- Goldman Sachs: bringing organisational deviants to the surface in a way that supports strategy -- 10 Pathway -- A pathway to successful strategy execution -- Effective change management: a virtuous spiral -- Ineffective change management: a vicious spiral -- Summary -- 1 Setting the scene -- 2 Friction -- 3 Focus -- 4 Communication -- 5 Behaviour -- 6 Measurement -- 7 Leadership -- 8 Change -- 9 Innovation -- 10 Pathway -- Appendix Strategy execution: the military provenance -- Mission command: a historian's perspective -- Mission command: a soldier's perspective -- References -- Chapter 1 -- Chapter 2 -- Chapter 3 -- Chapter 4 -- Chapter 5 -- Chapter 6 -- Chapter 7 -- Chapter 8 -- Chapter 9.
Abstract:
Strategy-to-performance gaps foster a culture of under-performance Unrealistic plans create the expectation throughout the organisation that plans simply will not be fulfilled. This book shows how to overcome such failings and implement strategy effectively. Common failings include: Companies rarely track their performance against long-term plans - less than 15% of companies make it a regular practice to go back and compare the business' results with the performance forecast for each business unit in its prior years' strategic results Results rarely meet projections - when companies do track performance, it rarely matches the prior years' projection. The consequence is year-after-year of under-performance relative to the original plan A lot of value is lost in translation - a combination of poor communications, misapplied resources, limited accountability and lack of information creates an in-built strategy-to-performance gap.
Local Note:
Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2017. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.
Genre:
Electronic Access:
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