Managing Performance in Turbulent Times: Analytics and Insight -- Contents -- Foreword -- Preface -- Acknowledgments -- Part One: Turbulence and Performance Management Today -- Chapter 1: Understanding Turbulence -- The World Is More Turbulent Today -- Understanding Turbulence -- Effects of Turbulence on Organizations -- What We're Seeing in Practice Today -- Summary -- Case Study: The Decline of the Handleman Company -- Notes -- Chapter 2: Performance Management Today -- Performance Management-Still an Emerging Discipline -- Shortcomings of Today's Performance Management Systems -- Principles of Managing Performance in Turbulent Times -- Performance Management for Turbulent Environments: The PM4TE Process -- Summary -- Notes -- Part Two: The Performance Management Core Process for Turbulent Environments -- 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 -- Summary -- Case Study: Ricoh Corporation -- 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 -- Summary -- Case Study: Hubbell Lighting, Inc. -- Notes -- Chapter 5: Measure Progress -- Why Measure Progress during Turbulent Times? -- State of the Art -- Understanding Measurement Today -- Performance Measurement Frameworks -- Benefits of Measuring Progress in the PM4TE Process -- Steps to Measuring Progress -- Critical Success Factors -- 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 -- Summary -- Case Study: 1st Marine Logistics Group, United States Marine Corps -- Notes -- Part Three: Performance Management for Turbulent Environments Model Enablers -- Chapter 7: Strategic Intelligence -- Why Strategic Intelligence Is a Model Enabler -- Understanding Strategic Intelligence -- Critical Success Factors -- Summary -- Case Study: Federal Bureau of Investigation -- Notes -- Chapter 8: Continuous Conversation -- Why Continuous Conversation Is a Model Enabler -- Understanding Continuous Conversation -- Critical Success Factors -- Summary -- Case Study: Google -- Notes -- Chapter 9: Accelerated Learning -- Why Accelerated Learning Is a Model Enabler -- Understanding Accelerated Learning -- Critical Success Factors -- Summary -- Case Study: Progress Software -- Notes -- Chapter 10: Organizational Alignment -- Why Organizational Alignment Is a Model Enabler -- Understanding Organizational Alignment -- Critical Success Factors -- Summary -- Case Study: Altra Industrial Motion -- Notes -- Chapter 11: Engaged Leadership -- Why Engaged Leadership Is a Model Enabler -- Understanding Leadership Engagement -- Critical Success Factors -- Summary -- Case Study: RSA Security -- 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: Model Enablers -- The Performance Management in Turbulent Environments Assessment: Determining the Current State of the Model -- Summary -- Appendix: Deloitte Enterprise Value Map Excerpt -- About the Authors -- Index.