Tracking Strategies: Towards a General Theory of Strategy Formation Review

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Tracking Strategies: Towards a General Theory of Strategy Formation ReviewThis book is slow-paced. you really need to take time to read it. It has nice illustrations and they do help to clarify some aspects of the book. otherwise, if you are doing a case study, then this book is helpful. You can see how Mintzberg approaches his case organizations and how he details his findings.
The book starts with the basics: what is strategy, how can strategy be formed and what kind of strategies there are.
I bought the kindle version of this book. The text books are really not good for kindle (unless the author writes the references on each page) because it is not so easy to go back and forth to find the references in Kindle.Tracking Strategies: Towards a General Theory of Strategy Formation Overview

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Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational Success Review

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Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational Success ReviewDEAN SPITZER has produced a ground-breaking book that shatters long-held, deeply entrenched conceptualizations of measurement that have resulted in measurement dysfunction. Moving beyond classical measurement theory and the focus on technical measures, Dean challenges all who create, track, use and are affected by performance measures to move away from measurement dysfunction characterized by:
1.Excessive focus on rewards
2.Fear
3.Measuring the wrong things
4.Measuring `looking good,' rather than `being good'
5.Measuring too much
6.Sub-optimization (measuring in functional silos)
7.Cheating
His cogent, compelling, specific remedies for transforming traditional performance measurement are to focus instead on:
1.Context: Continuously improve how measurement is experienced. [We rarely think about the "measurement experience" in organizations!]
2.Focus: Focus on measuring the right things. Focus on the `critical few' transformational measures, rather than the `trivial many' routine ones.
3.Integration: Use measurement frameworks and cross-functional measures to break down barriers and align the organization.
4.Interactivity: Performance measurement is just a bunch of `metrics' if it isn't the basis for dialogue. Dialogue around measurement makes it come alive, makes it meaningful, and promotes organizational learning.
Dr. Spitzer's thoughtful book is destined to be a classic due to its focus on the human aspects of performance measurement. Kudos and my gratitude to him for producing this practical guide.
Malcolm J. Conway
IBM Global Business Services
Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational Success Overview

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