Managing Performance in Turbulent Times

This book is designed with 3 key ideas in mind: Leverage the Tools that are working, Simplify the Model, and Make the content readable for managers. Managers need tools to do their jobs better. They gravitate toward models that are easy to understand, simple to use, and get results. While they like PhD thinking, they don't want to be burdened with PhD speak or complex models. The process outlined in the book and the associated tools are intended to be put into use. While it isn't a field manual per se, it is designed with the intent that it be used as a playbook for the modern-day strategy manager. These managers all share the desire to get a leg up on the competition and advance themselves within their organizations in the process. Tentative contents: 1. Strategy Execution: What You Don't know Can Hurt You 2. Accelerated Strategy Execution: An Introduction 3. Step 1: Model Strategy 4. Step 2: Manage Stategic Projects 5. Step 3: Measure Strategic Performance 6. Step 4: Make Critical Decisions 7. Leadership Engagement 8. Continuous Conversation 9. Organizational Alignment 10. Accelerated Learning 11 Strategic Intelligence 12 Making the Model Work

Ed Barrows (ed@cambridgeperformancepartners.com) 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 (andy@cambridgeperformancepartners.com) 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.

Foreword	p. xi
Preface	p. xv
Acknowledgments	p. xxi
Turbulence and Performance Management Today
Understanding Turbulence	p. 3
The World Is More Turbulent Today	p. 3
Understanding Turbulence	p. 10
Effects of Turbulence on Organizations	p. 14
What We're Seeing in Practice Today	p. 16
Summary	p. 18
Case Study: The Decline of the Handleman Company	p. 18
Notes	p. 20
Performance Management Today	p. 21
Performance ManagementùStill an Emerging Discipline	p. 21
Shortcomings of Today's Performance Management Systems	p. 25
Principles of Managing Performance in Turbulent Times	p. 28
Performance Management for Turbulent Environments: The PM⁴TE Process	p. 31
Summary	p. 37
Notes	p. 38
The Performance Management Core Process for Turbulent Environments
Model Performance	p. 41
Why Model Performance during Turbulent Times?	p. 43
Benefits of Modeling Performance in the PM4TE Process	p. 50
Steps to Modeling an Organization's Performance	p. 51
Critical Success Factors	p. 60
Summary	p. 61
Case Study: Ricoh Corporation	p. 62
Notes	p. 66
Manage Projects	p. 67
Why Manage Projects during Turbulent Times?	p. 69
State of the Art	p. 69
Benefits of Managing Projects in the PM4TE Process	p. 75
Steps to Managing an Organization's Vital Projects	p. 77
Critical Success Factors	p. 83
Summary	p. 85
Case Study: Hubbell Lighting, inc.	p. 85
Notes	p. 91
Measure Progress	p. 93
Why Measure Progress during Turbulent Times?	p. 95
State of the Art	p. 95
Understanding Measurement Today	p. 96
Performance Measurement Frameworks	p. 98
Benefits of Measuring Progress in the PM4TE Process	p. 104
Steps to Measuring Progress	p. 106
Critical Success Factors	p. 111
Summary	p. 113
Case Study: British Airways	p. 113
Notes	p. 118
Make Decisions	p. 119
Why Make Decisions during Turbulent Times?	p. 120
State of the Art	p. 122
Benefits of Making Decisions in the PM4TE Process	p. 130
Steps to Making Decisions	p. 132
Critical Success Factors	p. 135
Summary	p. 136
Case Study: 1st Marine Logistics Group, United States Marine Corps	p. 137
Notes	p. 141
Performance Management for Turbulent Environments Model Enablers
Strategic Intelligence	p. 145
Why Strategic Intelligence Is a Model Enabler	p. 147
Understanding Strategic Intelligence	p. 149
Critical Success Factors	p. 159
Summary	p. 160
Case Study: Federal Bureau of Investigation	p. 161
Notes	p. 166
Continuous Conversation	p. 167
Why Continuous Conversation Is a Model Enabler	p. 169
Understanding Continuous Conversation	p. 171
Critical Success Factors	p. 177
Summary	p. 178
Case Study: Google	p. 179
Notes	p. 183
Accelerated Learning	p. 185
Why Accelerated Learning Is a Model Enabler	p. 187
Understanding Accelerated Learning	p. 189
Critical Success Factors	p. 197
Summary	p. 199
Case Study: Progress Software	p. 199
Notes	p. 203
Organizational Alignment	p. 205
Why Organizational Alignment is a Model Enabler	p. 207
Understanding Organizational Alignment	p. 209
Critical Success Factors	p. 219
Summary	p. 220
Case Study: Altra Industrial Motion	p. 221
Notes	p. 226
Engaged Leadership	p. 229
Why Engaged Leadership Is a Model Enabler	p. 231
Understanding Leadership Engagement	p. 233
Critical Success Factors	p. 240
Summary	p. 241
Case Study: RSA Security	p. 241
Notes	p. 246
Making the Model Work
Making It Work	p. 249
The Logic of Cycles	p. 251
Stage 1: Performance Management Cycle	p. 253
Stage 2: Execution Management Cycle	p. 255
Stage 3: Model Enablers	p. 259
The Performance Management in Turbulent Environments Assessment: Determining the Current State of the Model	p. 260
Summary	p. 260
Appendix: Deloitte Enterprise Value Map Excerpt	p. 263
About the Authors	p. 265
Index	p. 267
Table of Contents provided by Ingram. All Rights Reserved.

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