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The scorecard solution : measure what matters and drive sustainable growth /
Simply "making the numbers" is no longer enough to remain competitive. In today's high-pressure environment, organizations need to overachieve. That level of success requires a clear and objective view of the business--because even the most courageous leader can't steer a ship in...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
New York :
American Management Association,
[2015]
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| Temas: | |
| Acceso en línea: | Texto completo Texto completo |
MARC
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| 100 | 1 | |a King, Dan E. | |
| 245 | 1 | 4 | |a The scorecard solution : |b measure what matters and drive sustainable growth / |c Dan E. King. |
| 264 | 1 | |a New York : |b American Management Association, |c [2015] | |
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| 500 | |a Includes index. | ||
| 588 | 0 | |a Print version record. | |
| 505 | 0 | |a Cover; title; copyright; contents; list of figures and tables; introduction; 1 organizational prowess defined; 2 when tough times happen; 3 the organizational prowess scorecard; 4 strategy planning: getting it right; 5 building an execution framework; 6 talent: the right leaders and experts; 7 don't wait for the crisis; 8 organizational prowess in action: a case study; 9 the harmony between organizational prowess and culture; 10 now is the time: create your organizational prowess playbook; 11 stay the course; index; a; b; c; d; e; f; g; h; i; j; k; l; m; n; o; p; r; s; t; u; v; w; y. | |
| 520 | |a Simply "making the numbers" is no longer enough to remain competitive. In today's high-pressure environment, organizations need to overachieve. That level of success requires a clear and objective view of the business--because even the most courageous leader can't steer a ship in the dark. Is the enterprise agile, resilient, vulnerable or lagging? This book introduces a data-centric tool--the Organizational Prowess Scorecard--that precisely measures the capabilities needed for sustainable growth. Analyzing the dimensions of talent, strategy, and execution produces a baseline score, and shines a light on the performance gaps that hold a business back. With the facts in hand, readers then learn how to: position the organization to meet ambitious goals; bring strategies to life through an execution framework; design a dashboard to track progress and flag problems; and foster a winning culture. -- |c Edited summary from book | ||
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| 650 | 0 | |a Strategic planning. | |
| 650 | 0 | |a Decision making. | |
| 650 | 0 | |a Performance |x Measurement. | |
| 650 | 0 | |a Management. | |
| 650 | 2 | |a Decision Making | |
| 650 | 6 | |a Planification stratégique. | |
| 650 | 6 | |a Prise de décision. | |
| 650 | 6 | |a Gestion. | |
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| 650 | 7 | |a management. |2 aat | |
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| 650 | 7 | |a Strategic planning |2 fast | |
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