Managing Performance in Turbulent Times: Analytics and Insight
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Managing Performance in Turbulent Times Analytics and Insight

Edited by Ed Barrows · Andy Neely
John Wiley & Sons November 2011

Specifications

ISBN-13
9781118059852
Publisher
John Wiley & Sons
Publication
November 2011
Format
Hardback , 277 pages
Jurisdiction
International ? Countri(es) for reference only

Details

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.

Table of Contents

Foreword

Preface

Acknowledgments

Part One: Turbulence and Performance Management Today

Chapter 1: Understanding Turbulence

The World Is More Turbulent Today Than Ever Before

Understanding Turbulence

Effects of Turbulence on Organizations

Case Study: The Decline of The Handleman Company

What We're Seeing in Practice Today

Chapter Summary

Notes

Chapter 2: Performance Management Today

Performance Management—An Emerging Discipline Still

Shortcomings with Today's Performance Management Systems

Principles of Managing Performance in Turbulence Times

Performance Management for Turbulence (PM4TE) Process

Chapter Summary

Notes

Part Two: The Performance Management Core Model for Turbulent Times

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

Chapter Summary

Case Study: FujiFilm Imaging Division

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

Chapter Summary

Case Study: Hubbell Lighting

Notes

Chapter 5: Measure Performance

Why Measure Performance during Turbulent Times?

State of the Art

Understanding Measurement Today

Performance Measurement Frameworks

Benefits of Measuring Performance in the PM4TE Process

Steps to Measuring Performance

Critical Success Factors

Chapter 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

Chapter Summary

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

Notes

Part Three: Performance Management for Turbulent Times Model Enablers

Chapter 7: Strategic Intelligence

Why Strategic Intelligence is a Process Enabler

Understanding Strategic Intelligence

Critical Success Factors

Chapter Summary

Case Study: Federal Bureau of Investigation

Notes

Chapter 8: Continuous Conversation

Why Continuous Conversation is a Process Enabler

Understanding Continuous Conversation

Critical Success Factors

Chapter Summary

Case Study: Google

Notes

Chapter 9: Accelerated Learning

Why Accelerated Learning is a Process Enabler

Understanding Accelerated Learning

Critical Success Factors

Chapter Summary

Case Study: Progress Software

Notes

Chapter 10: Organizational Alignment

Why Organizational Alignment is a Process Enabler

Understanding Organizational Alignment

Critical Success Factors

Chapter Summary

Case Study: Altra Industrial Motion

Notes

Chapter 11: Engaged Leadership

Why Engaged Leadership is a Process Enabler

Understanding Leadership Engagement

Critical Success Factors

Chapter Summary

Case Study: Alcon Laboratories

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: Enabling Foundation

The Performance Management in Turbulence Assessment—Determining the Current State of the Model Component

Chapter Summary

About the Authors

Index

About the Author

Ed Barrows ([email protected]) 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 ([email protected]) 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.

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