Relevance hitting your goals by knowing what matters
In this groundbreaking book, business guru David Apgar helps leaders pinpoint which information matters most for successful goal setting, strategy, and bottom-line performance. Based on simple and easy-to-implement practices, Relevance outlines a new discipline focused on the relevance of performanc...
| Autor principal: | |
|---|---|
| Formato: | Libro electrónico |
| Idioma: | Inglés |
| Publicado: |
San Francisco :
Jossey-Bass
c2008.
|
| Edición: | 1st ed |
| Materias: | |
| Ver en Biblioteca Universitat Ramon Llull: | https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009627479306719 |
Tabla de Contenidos:
- Relevance: Hitting Your Goals by Knowing What Matters; Contents; Introduction: THE END OF THE INFORMATION REVOLUTION; Dimensions of an Information Crisis; Relevance and the End of the Information Revolution; Why Focus on Performance Management?; Relearning Learning from Experience; The Larger Relevance of Relevance; Chapter 1: GROWING TO LEARN; Accountability at the Expense of Firmwide Learning at BP; The Rarity of Strategic Clarity; How Setting Testable Strategies Helps Alcoa and GE Learn from Experience; Chapter 2: GOALS, ASSUMPTIONS, AND THE EIGHT-LINE STRATEGY; Eight-Line Paths
- Rule 1: Devise Short-Term MilestonesRule 2: Set 50-50 Goals; Rule 3: Lay Out High-Surprise Assumptions; Rule 4: Identify Major Risks and Spillover Effects; Example of an Eight-Line Strategy; Why Testable Strategies Matter; Chapter 3: KNOWING WHAT MATTERS; A Quiet Day on the Tigris; A Relevant Definition; Strategy or Dogma?; Red Herrings; The Search for Universal Data; Chapter 4: KEY PERFORMANCE INDICATORS AND THE METRICS MATRIX; Screening Indicators for Relevance; Screening Indicators for Specificity and Putting the Two Screens Together; The Metrics Matrix and the Search for Better Indicators
- Strategy Metrics, Managerial Fallibilism, and the End of Magical ThinkingChapter 5: THREE KINDS OF PERFORMANCE GAPS AND THE STRATEGY REVIEW; Triangular Definitions; Performance Reviews as Strategy Reviews; How to Close a Strategy Gap; Trust and Risk; Chapter 6: PLANNING TO EVOLVE; The Pattern of Gaps in Performance Results as Keys to Managing Growth and Risk; Learning Continuously to Sell Chocolate Everywhere; Metrics Matrix Time Tracks and the Frequency of Performance Updates; Self-Organized Coordination, the Optimal Scope of the Firm, and the Fairness of Compensation
- Conclusion: THE BEGINNING OF THE RELEVANCE REVOLUTION1. How Is Organizational Learning Related to Growth?; 2. What's Wrong with Balanced Scorecards, and What's the Alternative?; 3. How Should We Set Performance Goals?; 4. How Do Testable Strategies Help Us Learn from Experience?; 5. Which Metrics Matter?; 6. How Can We Measure Relevance?; 7. What Kinds of Acquisitions Are Relevant to Our Business?; 8. Are Forecasts Necessary?; 9. Why Do Traditional Performance Reviews Destroy Morale?; 10. What's the Relation Between Performance Volatility and Compensation?
- 11. What Does Relevance Have to Do with Leadership?12. What's a Relevance Revolution?; Notes; Acknowledgments; The Author; Index
