Get in gear : the seven gears that drive strategy to results /

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"Only 10-25% of organizations get it right when it comes to achieving the expected results from their strategic planning. This means 75-90% of them are leaving results on the table and wasting their time on things that don't matter. Almost a decade ago, a major steel manufacturer approache...

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Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Ryan, Sean T. (Autor)
Formato: Electrónico eBook
Idioma:Inglés
Publicado: New York, NY : Routledge, 2020.
Temas:
Strategic planning.
Business planning.
Organizational learning.
Leadership.
Planification stratégique.
Apprentissage organisationnel.
BUSINESS & ECONOMICS / Leadership
BUSINESS & ECONOMICS / Strategic Planning
BUSINESS & ECONOMICS / Management
Business planning
Leadership
Organizational learning
Strategic planning
Acceso en línea:Texto completo (Requiere registro previo con correo institucional)
Tabla de Contenidos:
  • Cover
  • Half Title
  • Title Page
  • Copyright Page
  • Table of Contents
  • Foreword
  • Acknowledgments
  • Author
  • Introduction: Good Plans, Poorly Executed
  • Chapter 1 The Strategy to Results Gap: Why Execution Matters
  • Fixing the Execution Gap
  • Digging In: Maneuvering through This World of Perpetual Whitewater
  • Moving Beyond a Strategy of "Just Sucking Less"
  • Why Gears?
  • Getting Started: A Crisp, Clear, Compelling Vision/Strategic Intent
  • Thought Starter Questions
  • First Steps
  • Bibliography
  • Chapter 2 Right, Right, Right: The Right People with the Right Capabilities in the Right Roles
  • Right People in the Right Roles with the Right Capabilities is Critical
  • Know What You Want
  • Engage the People You Have
  • Assess Your Talent and Bench Strength
  • Build Capabilities: Development That Works
  • Thought Starter Questions
  • First Steps
  • Bibliography
  • Chapter 3 Align the Architecture: Creating Organizational Gravity
  • A Tale of Two Production Lines
  • Who? Leader as Organizational Architect
  • What? Aligning Systems, Structures, Processes, and Culture to Create Organizational Gravity
  • When? Knowing When to Change the Architecture
  • How? Design Principles for Aspiring (Organizational) Architects
  • What Else? This is the Hard Stuff
  • Thought Starter Questions
  • First Steps
  • Chapter 4 Culture of Communications: Changing Marshmallows to Unicorns
  • Communicate, Communicate, Communicate: Once is Not Enough
  • Setting the Foundation for a Culture of Communications: Integrity, Trust, and Respect
  • Engaging in the Conversation
  • Feedback is the Breakfast of Champions ... as Long as You're Willing to Eat it
  • Courageous Communications
  • Thought Starter Questions
  • First Steps
  • Chapter 5 SET Result-Oriented Goals: Aligning Results to Strategy
  • Align Goals to the Strategy
  • Result-Oriented Goals
  • SET (Start-End-Timeframe) Goals
  • Stretch Goals
  • Thought Starter Questions
  • First Steps
  • Bibliography
  • Chapter 6 Build Visible Scorecards: Improving Performance by Keeping Score
  • Good Scorecards: Create a Direct Line of Sight between Performance and Results
  • Better Scorecards: Compare Current Performance, the Goals or Standards, and the All-Time Best Performance
  • Best Scorecards: Show Trends Over Time
  • Thought Starter Questions
  • First Steps
  • Bibliography
  • Chapter 7 Define the Performance Drivers: The Critical Activities That Lead to the Right Results
  • Determine the Performance Drivers
  • Master Execution of the Performance Drivers: Purposeful and Deliberate Practice
  • Track Execution of the Performance Drivers
  • Regularly Reassess Your Performance Drivers
  • Thought Starter Questions
  • First Steps
  • Bibliography

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