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Managing Performance in Turbulent Times: Analytics and Insight

ISBN: 978-1-118-05985-2
277 pages
December 2011
Managing Performance in Turbulent Times: Analytics and Insight (1118059859) cover image


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.

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Table of Contents

Foreword xi

Preface xv

Acknowledgments xxi

PART ONE Turbulence and Performance Management Today

Chapter 1 Understanding Turbulence 3

The World Is More Turbulent Today 3

Understanding Turbulence 10

Effects of Turbulence on Organizations 14

What We’re Seeing in Practice Today 16

Summary 18

Case Study: The Decline of the Handleman Company 18

Notes 20

Chapter 2 Performance Management Today 21

Performance Management—Still an Emerging Discipline 21

Shortcomings of Today’s Performance Management Systems 25

Principles of Managing Performance in Turbulent Times 28

Performance Management for Turbulent Environments: The PM4TE Process 31

Summary 37

Notes 38

PART TWO The Performance Management Core Process for Turbulent Environments

Chapter 3 Model Performance 41

Why Model Performance during Turbulent Times? 43

Benefi ts of Modeling Performance in the PM4TE Process 50

Steps to Modeling an Organization’s Performance 51

Critical Success Factors 60

Summary 61

Case Study: Ricoh Corporation 62

Notes 66

Chapter 4 Manage Projects 67

Why Manage Projects during Turbulent Times? 69

State of the Art 69

Benefi ts of Managing Projects in the PM4TE Process 75

Steps to Managing an Organization’s Vital Projects 77

Critical Success Factors 83

Summary 85

Case Study: Hubbell Lighting, Inc. 85

Notes 91

Chapter 5 Measure Progress 93

Why Measure Progress during Turbulent Times? 95

State of the Art 95

Understanding Measurement Today 96

Performance Measurement Frameworks 98

Benefi ts of Measuring Progress in the PM4TE Process 104

Steps to Measuring Progress 106

Critical Success Factors 111

Summary 113

Case Study: British Airways 113

Notes 118

Chapter 6 Make Decisions 119

Why Make Decisions during Turbulent Times? 120

State of the Art 122

Benefi ts of Making Decisions in the PM4TE Process 130

Steps to Making Decisions 132

Critical Success Factors 135

Summary 136

Case Study: 1st Marine Logistics Group, United States Marine Corps 137

Notes 141

PART THREE Performance Management for Turbulent Environments Model Enablers

Chapter 7 Strategic Intelligence 145

Why Strategic Intelligence Is a Model Enabler 147

Understanding Strategic Intelligence 149

Critical Success Factors 159

Summary 160

Case Study: Federal Bureau of Investigation 161

Notes 166

Chapter 8 Continuous Conversation 167

Why Continuous Conversation Is a Model Enabler 169

Understanding Continuous Conversation 171

Critical Success Factors 177

Summary 178

Case Study: Google 179

Notes 183

Chapter 9 Accelerated Learning 185

Why Accelerated Learning Is a Model Enabler 187

Understanding Accelerated Learning 189

Critical Success Factors 197

Summary 199

Case Study: Progress Software 199

Notes 203

Chapter 10 Organizational Alignment 205

Why Organizational Alignment Is a Model Enabler 207

Understanding Organizational Alignment 209

Critical Success Factors 219

Summary 220

Case Study: Altra Industrial Motion 221

Notes 226

Chapter 11 Engaged Leadership 229

Why Engaged Leadership Is a Model Enabler 231

Understanding Leadership Engagement 233

Critical Success Factors 240

Summary 241

Case Study: RSA Security 241

Notes 246

PART FOUR Making the Model Work

Chapter 12 Making It Work 249

The Logic of Cycles 251

Stage 1: Performance Management Cycle 253

Stage 2: Execution Management Cycle 255

Stage 3: Model Enablers 259

The Performance Management in Turbulent Environments Assessment: Determining the Current State of the Model 260

Summary 260

Appendix: Deloitte Enterprise Value Map Excerpt 263

About the Authors 265

Index 267

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Author Information

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.

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