Showing posts with label decision-making. Show all posts
Showing posts with label decision-making. Show all posts

Five Key Principles of Corporate Performance Management Review

Five Key Principles of Corporate Performance Management
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Five Key Principles of Corporate Performance Management Review
Many senior-level executives are about to launch or are now in the midst of performance improvement initiatives of one kind or another such as TQM, Lean, Six Sigma, or some variation thereof. For them especially, the material that Bob Paladino provides in this book will be of substantial value because he offers a remarkably comprehensive briefing on all manner of best practices from a variety of sources which include the U.S. President's Malcolm Baldridge National Quality Award recipients, the Kaplan and Norton Global Balanced Scorecard Hall of Fame inductees, recipients of the Deming Quality Award, Fortune magazine's "100 Best Companies to Work For," Best Practice Partner Award recipients selected by APQC (previously known as the American Productivity Center and the American Productivity & Quality Center), and Forbes magazine's "Best Managed Companies." From this abundance of information, Paladino has identified "five key principles" that, in my opinion, are relevant to any organization (regardless of size or nature) that is committed to producing more and better results in less time, and at a lower cost. Hence the importance of effective corporate performance management (CPM).
He carefully organizes his material within nine chapters, devotes a separate chapter to each principle, and then in the final chapter provides a three-step "CPM Diagnostic" to conduct a self-assessment and baseline where each reader is at this point in her or his corporate performance management "journey." (Paladino's choice of the word "journey" is appropriate, given the fact that performance improvement initiatives are best viewed as a "marathon" rather than as a "sprint.") I especially appreciate Paladino's brilliant use of a lean best practice case study approach to strategy management to bring together disparate methods into an integrated, simplified CPM framework.
In fact, most case studies are segmented and extended within Chapters 3-9, coordinated with his focus on a separate best practice in each chapter. The commendably varied exemplar (i.e. high performance) organizations include Crown Castle International, the City of Coral Springs (FL), the Tennessee Valley Authority, LB Foster Company, the American Red Cross, Ricoh, and Sprint Nextel. Supplementary case studies include those of the Florida Department of Health (Chapter 6), Houston Chronicle (Chapter 7), and Raytheon Company (Chapter 8). Important lessons can be learned from these high-performance organizations, lessons that can help others to avoid becoming one of the nine of ten that fail to implement their business strategies.
Paladino cites the results of rigorous and extensive research conducted by Robert S. Kaplan and David P. Norton that reveals four common barriers: vision (only 5% of the workforce understands the strategy), management (only 15% of executive teams spend more than one hour per month discussing strategy), people (only 25% of managers have incentives linked to strategy), and resources (only 40% of organizations link budgets to strategy). To repeat, important lessons can be learned from these high-performance organizations, lessons that can help others to avoid becoming one of the nine of ten that fail to implement their business strategies.
Whether or not decision-makers who read this book learn these lessons and then take appropriate action in response to them is, of course, for them to decide. There's "bad news" and "good news." First the bad news: Most probably won't. Now the good news: Most probably won't.Five Key Principles of Corporate Performance Management Overview

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Stalking the Black Swan: Research and Decision Making in a World of Extreme Volatility (Columbia Business School Publishing) Review

Stalking the Black Swan: Research and Decision Making in a World of Extreme Volatility (Columbia Business School Publishing)
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Stalking the Black Swan: Research and Decision Making in a World of Extreme Volatility (Columbia Business School Publishing) ReviewIf you are serious about picking stocks, or making decisions generally, read this book. I am a portfolio manager that has valued the insights of Ken Posner for over a decade. I have long believed that the best and most useful analysts on Wall Street are the precious few that simply ask important questions about the companies they cover and set out to answer those questions without passion or prejudice. Peppered with what Charlie Munger calls "mental models", Ken explains how he does just that...and more. He reveals how he deals with the inevitable uncertainty in the answers he finds and, importantly, how he adjusts his conclusions for new information. Perhaps most interesting is the privilege of going along with Ken on his journey to revisit the recommendations he made on some of the most controversial financial companies during one of the most volatile times in modern financial history; essentially, a concentrated education in decision making during extreme uncertainty and volatility. Refreshingly, Ken balances academic contributions against the realities of a practitioner without jabbing at either side. The book is an essential read for all directors of research on both the "buyside" and "sellside" but also has broad appeal as a rare look into the mind of an effective decision-maker.Stalking the Black Swan: Research and Decision Making in a World of Extreme Volatility (Columbia Business School Publishing) Overview

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Get There Early: Sensing the Future to Compete in the Present Review

Get There Early: Sensing the Future to Compete in the Present
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Get There Early: Sensing the Future to Compete in the Present ReviewWhether you work at a corporation, non-for-profit or government agency, one of the biggest challenges facing any organization is planning for the future. At the heart of the planning process is educational guessing, which is most commonly known as forecasting. In his book Get There Early, Bob Johansen, former president and CEO of the Institute for the Future (IFTF), - (yes, such an organization does exist) - shares tactics developed at the IFTF to help organizations plot a future-road map. To that end, the book outlines five key drivers that establish the foundational context for what Johansen calls the "10-Year Forecast" that he believes will ultimately impact all of us. Additionally, the author uses examples from Apple, Wal-Mart, IBM and Disney to showcase how these organizations continue to stake claims far ahead of their competitors - recognizing future challenges and opportunities before others. Soundview recommends this book because of the compelling value it places on the process of forecasting itself, not necessarily the outcomes. Basically, a forecast doesn't have to be spot on to add value to an organization. The mere exercise of organizational hypothesizing can generate new strategies, approaches to problems and powerful insights. We predict you will like this book!Get There Early: Sensing the Future to Compete in the Present Overview

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The Best Question Ever Review

The Best Question Ever
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The Best Question Ever ReviewThis title is the second I have read by Andy Stanley. My appreciation for the author and his writing style is growing. He is entertaining, edifying and enlightening. In this volume, Stanley poses the best question ever. He first explains the question, and then applies it to time, money and morality. He closes with an emphasis on the importance of the best question ever.
This book is a good, quick read that will benefit any Christian. I recommend it highly. After reading it, the chances are much better that the reader will ask himself the best question ever on a regular basis!The Best Question Ever Overview

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The Complete Guide to Mergers and Acquisitions: Process Tools to Support M&A Integration at Every Level (JOSSEY-BASS BUSINESS & MANAGEMENT SERIES) Review

The Complete Guide to Mergers and Acquisitions: Process Tools to Support MandA Integration at Every Level (JOSSEY-BASS BUSINESS and MANAGEMENT SERIES)
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The Complete Guide to Mergers and Acquisitions: Process Tools to Support M&A Integration at Every Level (JOSSEY-BASS BUSINESS & MANAGEMENT SERIES) ReviewThere is already an abundance of resources on the subject of M&A, especially those available on the WWW. If you are looking for a single-volume source, this is probably one of the best. The authors devote 14 chapters to virtually all aspects of M&A. In process, with clarity and eloquence, they explain the "Watson Wyatt Deal Flow Model" which, after appropriate modifications, can be applied to almost any organization involved in M&A negotiations, either as a buyer or as a seller. The final chapter, all by itself, is well worth the cost of the book. In it, the authors suggest various "keys" to M&A success. They then provide:
Resource A: Sample Task Force Charter
Resource B: Integration Planning Template
Resource C: Executive Summary of Watson Wyatt Worldwide's 1998-1999 Mergers and Acquisitions Survey
What we have here is a single-volume in which two experts on the subject of M&A seem to share everything they know about the subject. Even if your company is not currently a buyer or seller, its senior-level executives should read this book. Why? Because you just never know. Perhaps sooner than now anticipated, your company will be courted by another...or it will be attracted to another company as a prospective acquisition. In either situation, this book (and the "Watson Wyatt Deal Flow Model" it discusses) will be invaluable.The Complete Guide to Mergers and Acquisitions: Process Tools to Support M&A Integration at Every Level (JOSSEY-BASS BUSINESS & MANAGEMENT SERIES) Overview

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You Need a Leader--Now What?: How to Choose the Best Person for Your Organization Review

You Need a Leader--Now What: How to Choose the Best Person for Your Organization
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You Need a Leader--Now What: How to Choose the Best Person for Your Organization ReviewI have spent the last twenty four hours reading You Need a Leader - Now What? cover to cover and underlining key words or phrases on almost every page. Whether you are on a Fortune 500 or a nonprofit board looking for a CEO, this book is a terrific guide - well organized, comprehensive, and very helpful! It tells you what to do step by step as well as what to avoid. The examples are far ranging and solidify the concepts. Congratulations! It is a really great book!
Hazel
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What I Didn't Learn in Business School: How Strategy Works in the Real World Review

What I Didn't Learn in Business School: How Strategy Works in the Real World
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What I Didn't Learn in Business School: How Strategy Works in the Real World ReviewContemporary conception about strategic management practitioners - consultants or corporate citizens - is rather unreal and hyped. It is based on the notions of `cracking cases' and forcing favorite frameworks popularized in bestsellers as well as business schools. Acquiring these, one could get excited about `doing strategy' as learnt through literature, lectures, and make-believe group exercises. This happens with many aspiring strategy professionals, including also consultants, especially fresh entrants. Their predicament is reflected in "What I Didn't Learn in Business School," which is a novel approach to enlightening the reader about the realities of strategy development and implementation.
The book takes the reader through Justin's journey of his first strategy consulting experience which becomes full of surprises, counterintuitive contexts, and personal pains. As he takes on a `sprinter study,' Justin realizes that many of his frameworks would not apply, or were misfits, or lacked bigger (strategic) sense, or were remote to realities of the client. He also learns directly the nature of tensions within an organization despite the apparent need to align, the nature of `data' that is (or is not made) available outright, and the collaborative role of a strategy team. Business behaviorism, divisional disparities, data dependence, `revenue power,' team tensions, etc. all are real and play crucial role in the strategic study. Simultaneously, what seems to be working well for the more experienced team members of his consulting firm - is also an enigma to Justin, all the way through the end as he learns and unlearns. Full of edutainment!
The content is full of reality, not idealism. The style is engaging. It is a fast, absorbing read; an experienced strategist can chuckle through it over a weekend and a strategy student/practitioner can appreciate it fully in a week. The strategy basics are rooted is academic rigor (Jay Barney is a doyen of strategy and Trish Clifford an accomplished consultant). Though not a strategy text, it ensures and enlightens about the underlying theory's practice. The assumptions and cautions are introduced at the right times. This is a more realistic coming to life of strategy in a corporation than many a book and lecture profess but do not deliver so well. Not since Bob Blake and Jane Mouton wrote "The Diary of an OD Man" has a consultant's development been narrated so absorbingly. This is not a critique on business schools like for example, Mark McCormack's "What They Still Don't Teach you at HBS," or Anita Simonton's "Confessions of a Management Consultant Turned CEO." Rather, "What I Didn't Learn in Business School" is an experiential evolution expressed in the strategist's own words as he rapidly matures into a role (and career) that he will own for the rest of his life.
The book has an excellent chapter-wise Reading List which is actually a good backdrop for a short strategy course with the various `core topics.' An essential reading for all strategy practitioners - present and future - and aspiring consultants , this could also serve as a pre-reading (and post-revision) for fresh MBA students, especially before they take their required strategy capstone courses.
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Thinking, Fast and Slow Review

Thinking, Fast and Slow
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Thinking, Fast and Slow ReviewDaniel Kahneman may have won his Nobel Prize in Economic Sciences, but his work was psychological in nature as it challenged the rational model of judgment and decision-making. He's considered one of the most important psychologists alive today, and this book doesn't disappoint with its breakthrough approach to understanding the "machinery of the mind."
Kahneman introduces two mental systems, one that is fast and the other slow. Together they shape our impressions of the world around us and help us make choices. System 1 is largely unconscious and it makes snap judgments based upon our memory of similar events and our emotions. System 2 is painfully slow, and is the process by which we consciously check the facts and think carefully and rationally. Problem is, System 2 is easily distracted and hard to engage, and System 1 is wrong as often as it is right. System 1 is easily swayed by our emotions. Examples he cites include the fact that pro golfers are more accurate when putting for par than they are for birdie (regardless of distance), and people buy more cans of soup when there's a sign on the display that says "Limit 12 per customer."
There are lots of interesting anecdotes as well as layman's summaries of psychological research that will leave you feeling fascinated by the brain. The book has 38 chapters broken into five sections. I've listed some of the chapter titles for each section to give you a feel for what it's about:
PART ONE - TWO SYSTEMS
1.The Characters of the Story
2.Attention and Effort
3.The Lazy Controller
4.A Machine for Jumping to Conclusions
5.How Judgments Happen
PART TWO - HEURISTICS AND BIASES
6.The Law of Small Numbers
7.Availability, Emotion, and Risk
8.Tom W's Specialty
9.Linda: Less is More
10.Causes Trump Statistics
11.Taming Intuitive Predictions
PART THREE - OVERCONFIDENCE
12.The Illusion of Understanding
13.The Illusion of Vanity
14.Intuitions Vs. Formulas
15.Expert Intuition: When Can We Trust It?
PART FOUR - CHOICES
16.Prospect Theory
17.Bad Events
18.Risk Policies
19.Keeping Score
PART FIVE - TWO SELVES
20.Life as a Story
21.Experienced Well-Being
The only shortcoming of this book is the lack of how-to. Emotional Intelligence 2.0 is a great one for that.
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