Best Practices in Planning and Performance Management, Third Edition: Radically Rethinking Management for a Volatile World -- Contents -- Preface to the First Edition -- Preface to the Third Edition -- Introduction -- Part One: Why Performance Management Matters -- Chapter 1: Traditional Management Processes Are Obsolete -- BETTER-INFORMED CUSTOMERS -- CHANGING MARKET AND BUSINESS MODELS -- STRUCTURAL CHANGE IN THE ECONOMICS OF BUSINESS -- GLOBALIZATION -- REGULATORY REVOLUTION -- GROWTH THROUGH ACQUISITION AS THE NORMAL COURSE OF BUSINESS -- REDEFINING ASSET VALUES -- CHANGING DELIVERY CHANNELS -- COMPRESSED CYCLE TIMES -- VAST NEW INFORMATION SOURCES -- TECHNOLOGY AND SYSTEMS -- NEED FOR A BURNING PLATFORM -- NOTES -- Chapter 2: What Is Performance Management? -- DEFINING PERFORMANCE MANAGEMENT -- BEST PRACTICES DEFINED -- TYPES OF BEST PRACTICE -- APPLYING BEST PRACTICES -- BEST PRACTICE ADOPTION IS NOW A NECESSITY -- NOTE -- Chapter 3: Sizing the Opportunities -- BEYOND BENCHMARKING -- DEFINING THE RIGHT METRICS -- CONCLUSION -- NOTES -- Part Two: Best Practices -- Chapter 4: Using Best Practices to Drive Change -- A BRIEF HISTORY -- FROM BATTLEFIELD TO BOARDROOM -- COMPONENTS OF A BEST PRACTICE FRAMEWORK -- BEST PRACTICE RECIPE -- SELECTING THE RIGHT BEST PRACTICES -- GOLDEN RULE OF BEST PRACTICE APPLICATION -- TIME TO SACRIFICE A FEW SACRED COWS -- NO SILVER BULLETS -- NOTES -- Chapter 5: Strategic Planning: Ideas That Drive Results -- DEFINING STRATEGY -- TYPICAL PROCESS -- STRATEGIC PLANNING BEST PRACTICES -- COMMUNICATE, COMMUNICATE, COMMUNICATE -- STRATEGIC PLANNING IS A COLLABORATIVE PROCESS -- CEO AS CHIEF STRATEGIST -- HARD SIDE OF STRATEGY -- ACID TEST -- LESSONS FOR A VOLATILE WORLD -- BEST PRACTICE SUMMARY -- NOTES -- Chapter 6: Tactical and Financial Planning: Translating Strategy into Action.

DEFINING TACTICAL AND FINANCIAL PLANNING -- TYPICAL PROCESS -- TACTICAL PLANNING BEST PRACTICES -- FINANCIAL PLANNING BEST PRACTICES -- LESSONS FOR A VOLATILE WORLD -- BEST PRACTICE SUMMARY -- NOTES -- Chapter 7: Management Reporting: From Information to Insight -- TYPICAL PROCESS -- MANAGEMENT REPORTING BEST PRACTICES -- PUTTING IT ALL TOGETHER -- LESSONS FOR A VOLATILE WORLD -- BEST PRACTICE SUMMARY -- NOTES -- Chapter 8: Forecasting: Pass the Crystal Ball -- TYPICAL PROCESS -- FORECASTING BEST PRACTICES -- UNDERSTAND VARIABILITY -- LESSONS FOR A VOLATILE WORLD -- BEST PRACTICE SUMMARY -- NOTES -- Chapter 9: Risk Management: Place Your Bets -- NO EXCUSES -- GLOBAL INTERDEPENDENCE -- DEVELOPING AN EFFECTIVE BUSINESS RISK MANAGEMENT CAPABILITY -- RISK MITIGATION TECHNIQUES -- LESSONS FOR A VOLATILE WORLD -- NOTES -- Chapter 10: Technology: Panacea or Pain? -- EVOLUTION OF INFORMATION TECHNOLOGY IN BUSINESS -- WHY THE TIME FOR CONVERGENCE IS RIGHT -- APPLYING TECHNOLOGY TO PERFORMANCE MANAGEMENT-DAWN OF THE DIGITAL MANAGER -- BEST PRACTICES FOR LEVERAGING TECHNOLOGY -- LESSONS FOR A VOLATILE WORLD -- BEST PRACTICE SUMMARY -- NOTES -- Part Three: Moving from Data to Decisions -- Chapter 11: Implementing Best Practices -- GETTING STARTED -- MOVING TO IMPLEMENTATION -- UNDERSTAND THE OVERALL STRATEGIC GOALS AND OBJECTIVES -- DEFINE THE CRITICAL SUCCESS FACTORS AND DRIVERS -- DEFINE THE APPROPRIATE PERFORMANCE MEASURES -- LINK MEASURES TO THE OVERALL STRATEGY -- DEFINE THE REPORTING DIMENSIONS -- DETAIL AND SOURCE THE PERFORMANCE MEASURES -- DESIGN THE USER EXPERIENCE -- DESIGN AND BUILD THE REPORTING PROCESS -- INTEGRATE THE REPORTING AND PLANNING PROCESSES-ALIGN INCENTIVES -- DEVELOP THE REQUIRED SKILLS -- Chapter 12: Implementation Secrets -- LEARN FROM THE MISTAKES OF OTHERS -- EFFECT CHANGE AND THEN SUSTAIN IT -- IT'S ABOUT COMMITMENT AND EXECUTION.

NOTES -- Chapter 13: Managing in an Uncertain World -- LEADERSHIP QUALITIES -- DON'T UNDERESTIMATE THE IMPACT OF LEADERS -- NOTES -- Chapter 14: Looking to the Future -- FAST, FLAWLESS EXECUTION WILL BE THE DISTINGUISHING CHARACTERISTIC OF WORLD-CLASS COMPANIES -- GLOBAL ACCOUNTING AND REPORTING STANDARDS WILL BECOME A REALITY -- THE FOCUS WILL SHIFT FROM BUYING TECHNOLOGY TO USING IT -- THE ANNUAL BUDGET WILL DIE-AND FEW TEARS WILL BE SHED -- FINANCE EXECUTIVES WILL REQUIRE NEW SKILLS OR NEW JOBS -- FINAL THOUGHTS -- NOTES -- About the Author -- Index.