Books

The Balanced Scorecard: Translating Strategy into Action

Average customer rating:

they are the ones
Are you adding or destroying value ? - Find it out with The Balanced Score Card
Aligning four key business areas to your vision and strategy
Effective for top down planning
Mechanics and Case Studies

The Balanced Scorecard: Translating Strategy into Action
Robert S. Kaplan , and David P. Norton
Manufacturer: Harvard Business School Press
ProductGroup: Book
Binding: Hardcover

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The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment
Strategy Maps: Converting Intangible Assets into Tangible Outcomes
Balanced Scorecard Step-by-Step: Maximizing Performance and Maintaining Results
Alignment: Using the Balanced Scorecard to Create Corporate Synergies
Balanced Scorecard Step-by-Step for Government and Nonprofit Agencies

ASIN: 0875846513

Book Description

Here is the book-by the recognized architects of the Balanced Scorecard--that shows how managers can use this revolutionary tool to mobilize their people to fulfill the company's mission. More than just a measurement system, the Balanced Scorecard is a management system that can channel the energies, abilities, and specific knowledge held by people throughout the organization toward achieving long-term strategic goals.

Kaplan and Norton demonstrate how senior executives in industries such as banking, oil, insurance, and retailing are using the Balanced Scorecard both to guide current performance and to target future performance. They show how to use measures in four categories-financial performance, customer knowledge, internal business processes, and learning and growth-to align individual, organizational, and cross-departmental initiatives and to identify entirely new processes for meeting customer and shareholder objectives.

The authors also reveal how to use the Balanced Scorecard as a robust learning system for testing, gaining feedback on, and updating the organization's strategy. Finally, they walk through the steps that managers in any company can use to build their own Balanced Scorecard.

The Balanced Scorecard provides the management system for companies to invest in the long term-in customers, in employees, in new product development, and in systems-rather than managing the bottom line to pump up short-term earnings. It will change the way you measure and manage your business.

Customer Reviews:

they are the ones.......2007-04-09

They invented it and there's no way to plan a BSC without knowing where it came from.

You don't notice that it's been 10 years since it was written.

Are you adding or destroying value ? - Find it out with The Balanced Score Card.......2006-07-13

The financial performance of an organization is essential for its success. Even non-profit organizations must deal in a sensible way with funds they receive.

In 1992, an article by Robert Kaplan and David Norton entitled "The Balanced Scorecard - Measures that Drive Performance" in the Harvard Business Review caused a lot of attention for their method, and led to their business bestseller, "The Balanced Scorecard: Translating Strategy into Action", published in 1996.

In this book Robert S. Kaplan and David P. Norton develop and describe the Balanced Score Card, a multidimensional approach to measuring corporate performance that incorporates both financial and non-financial factors.

The Balanced Score Card method of Kaplan and Norton is a strategic approach and performance management system that enables organizations to translate a company's vision and strategy into implementation, working from 4 perspectives:
1. financial perspective,
2. customer perspective,
3. business process perspective,
4. learning and growth perspective.

- Financial perspective: Kaplan and Norton do not disregard the traditional need for financial data. Timely and accurate funding data will always be a priority, and managers will do whatever necessary to provide it. In fact, often there is more than enough handling and processing of financial data. With the implementation of a corporate database, it is hoped that more of the processing can be centralized and automated. But the point is that the current emphasis on financials leads to the "unbalanced" situation with regard to other perspectives. There is perhaps a need to include additional financial-related data, such as risk assessment and cost-benefit data, in this category.

- Customer perspective: recent management philosophy has shown an increasing realization of the importance of customer focus and customer satisfaction in any business. These are leading indicators: if customers are not satisfied, they will eventually find other suppliers that will meet their needs. Poor performance from this perspective is thus a leading indicator of future decline, even though the current financial picture may look good. In developing metrics for satisfaction, customers should be analyzed in terms of kinds of customers and the kinds of processes for which we are providing a product or service to those customer groups.

- Business Process perspective refers to internal business processes. Metrics based on this perspective allow the managers to know how well their business is running, and whether its products and services conform to customer requirements (the mission). These metrics have to be carefully designed by those who know these processes most intimately. In addition to the strategic management process, two kinds of business processes may be identified: a) mission-oriented processes, and b) support processes. Mission-oriented processes are the special functions of government offices, and many unique problems are encountered in these processes. The support processes are more repetitive in nature, and hence easier to measure and benchmark using generic metrics.

- Learning and Growth perspective includes employee training and corporate cultural attitudes related to both individual and corporate self-improvement. In a knowledge-worker organization, people are the main resource. In the current climate of rapid technological change, it is becoming necessary for knowledge workers to be in a continuous learning mode. Government agencies often find themselves unable to hire new technical workers and at the same time is showing a decline in training of existing employees. Kaplan and Norton emphasize that 'learning' is more than 'training'; it also includes things like mentors and tutors within the organization, as well as that ease of communication among workers that allows them to readily get help on a problem when it is needed. It also includes technological tools such as an Intranet.

The integration of these four perspectives into a graphical appealing picture have made the Balanced Scorecard method a very successful methodology within the Value Based Management philosophy.

In addition to this book you may want to consider the following books on the subject:
- Robert S. Kaplan. Alignment: Using the Balanced Scorecard to Create Corporate Synergies.
- Paul R. Niven. Balanced ScoreCard Step-by-Step: Maximizing Performance and Maintaining Results.
- Paul R. Niven. Balanced ScoreCard Step-by-Step for Government and Nonprofit Agencies.
- Nils-Göran Olve. Performance Drivers: A Practical Guide to Using the Balanced Scorecard.
- Robert S. Kaplan. The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment.
- Robert S. Kaplan. Strategy Maps: Converting Intangible Assets into Tangible Outcomes.
- Robert S. Kaplan. Putting the Balanced Scorecard to Work.
- Robert S. Kaplan. The Balanced Scorecard: Measures That Drive Performance.

Aligning four key business areas to your vision and strategy.......2006-01-11

This book has become a classic in the field of business management. The 'balanced scorecard' has surely been referenced enough to include it in the dictionary. Robert Kaplan is the Arthur Lowes Dickson Professor of Accounting at Harvard Business School. His co-author David Norton is the president of Renaissance Solutions, Inc.

This book tackles gracefully a quite common theme these days: how to turn your beautiful and inspired vision into its corresponding actions throughout your company.

Most companies act on short-term financial reward. In the Balanced Scorecard, actions and rewards are based on the additional aspects of employee learning and growth, internal business processes and customer knowledge. When these are all in alignment, the financial future is rosy.

This book reminded me of the aphorism, "What you measure is what you get." Once you learn what to measure, you experiment with different perfomance drivers.

Five Stars

Effective for top down planning.......2005-10-31

The balanced scorecard approach is a very effective tool for top-down planning initiatives. The method will ensure that any business unit initiative is cross-checked with the broader corporate goals. The book provides an easy-to-understand yet detailed how-to guide to strategy planning.
Frank Loomans

Mechanics and Case Studies.......2005-09-30

This book has both, written by the man who brought the Balanced Scorecard to corporate America. If you are thinking of implementing the balanced scorecard as a way of relaying, measuring and refining your company strategy, read this book first!

Applied Strategic Planning: How to Develop a Plan That Really Works

Average customer rating:

Excellent Strategic Planning Book
I had to buy this book for a class
Applied Strategic Planning by Leonard D Goodstein, Timothy M
Very good, plus...
A sea of knowledge, one centimeter deep

Applied Strategic Planning: How to Develop a Plan That Really Works
Leonard Goodstein , Timothy Nolan , and J. William Pfeiffer
Manufacturer: McGraw-Hill
ProductGroup: Book
Binding: Hardcover

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ASIN: 0070240205

Book Description

Written by three top consultants and trainers, Applied Strategic Planning shows managers and CEOs a clear, totally effective way to identify and implement strategic objectives.

Applied Strategic Planning surpasses other strategic planning models in many key areas, including:

Emphasis on organizational culture
Integration of business and functional plans
Performance audits
Gap analysis
Values clarification

Goodstein, Nolan, and Pfeiffer take managers through all phases of the strategic planning process, including:

How to determine if an organization is ready for strategic planing
Effectively communicate a corporate vision
Recognize the role of culture in changing strategic direction
Understand the various roles of a consultant
Write effective mission statements
Create contingency plans

Containing charts, diagrams, and checklists along with illuminating examples from the authors, extensive consulting experience, and even cartoons that convey important points, Applied Strategic Planning lets managers at the helm navigate expertly through today's unpredictable business climate.

Customer Reviews:

Excellent Strategic Planning Book.......2006-08-01

While browsing through the strategy books, I saw it by chance. I went through the table of contents, hoping it might turn out to be the right one for me as a startup strategy manager. It indeed turned out to be an excellent book on strategic planning in respects of coverage, sequencing of chapters and examples given. I strongly recommend it to anyone who wants to make progress in strategic planning in a relatively short time.

I had to buy this book for a class.......2006-03-02

So, it wasn't exactly an "optional" purchase. It's a little dry, like a text book usually is. But information is overall good.

Applied Strategic Planning by Leonard D Goodstein, Timothy M.......2005-05-19

In Applied Strategic Planning, the authors give a comprehensive step-by-step guide to conducting applied strategic planning. They clearly demonstrate organisations' need for strategic planning. The book is different from other strategic planning models in some significant ways. The major differences are in the values scan, organisational culture, strategic business modelling and integrating business and functional plans. The authors emphasise the importance of application considerations and environmental monitoring as on-going processes throughout the planning period. The authors produced a high quality book that is an important reference source whenever I need to undertake strategic planning.

The book provides the reader with an overall understanding of the process of applied strategic planning and the required steps and technology for using the model in a strategic planning process. The strategic planning model covers application and implementation from the inception of the plan to the post-implementation phase, making it very practical.

The model involves nine sequential steps as well as two continuous functions, namely environmental monitoring and application considerations, that are involved at each of the sequential phases. The sequential steps are planning to plan, followed by values scan, then mission formulation followed by strategic business modelling. Performance audit and gap analysis follow, these two being different aspects of a single phase. The last three phases are integrating action plans, contingency planning and implementation.

I read the book because I would like to increase my proficiency in and knowledge of practical strategic planning and to sharpen my consultancy skills. The book is very practical and easy to follow. As a consultant, I should be able to use the methodology in the course to manage the planning process.

Applied strategic planning provides an appealing model for transforming organisations. The model is future focused and leadership driven. It involves all people in an organisation. It produces a plan that is detailed, comprehensive, understood and accepted, and has the potential to generate energising force to drive the transformation of an organisation.
After going through the book, I feel confident that I could act as a consultant for any organisation.

Very good, plus..........2003-06-24

This is a very good book. In addition to this, I recommend "Strategic Organizational Change" by Michael Beitler.

A sea of knowledge, one centimeter deep.......2000-08-25

This book widely specifies WHAT to do in strategic planning but it hardly explains HOW to do it. What I expect when reading this kind of topics is not the concept but rather the application procedures and practical techniques for implementing those concepts in an effective and innovative way. In consequence, I found this book repetitive and non productive for planning specialists. However it may serve a lot to beginners and students.

From Business Strategy to IT Action: Right Decisions for a Better Bottom Line

Average customer rating:

Great book!
From Business Stratey to IT Action
Bottom Line --> Results
One of the best books on the subject!

From Business Strategy to IT Action: Right Decisions for a Better Bottom Line
Robert J. Benson , Tom Bugnitz , and Bill Walton
Manufacturer: Wiley
ProductGroup: Book
Binding: Hardcover

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ASIN: 0471491918

Book Description

From Business Strategy to IT Action gives companies of all sizes the tools to effectively link IT to business strategy and produce effective, actionable strategies for bottom-line results. The authors present CEOs, CFOs, CIOs, and IT managers with a powerful and accessible resource packed with such useful material as:
* The Strategy-to-Bottom-Line Value Chain, which integrates the management practices relating to planning, prioritization, alignment, and assessing a company's entire IT budget
* Methods for using IT Impact Management to establish IT culture and performance models for the business/IT connection
* The IT Improvement Zone, which quickly identifies where a company can focus its energies for maximum results
* And much more

Download Description

Customer Reviews:

Great book!.......2005-09-30

Only few words to say that this book was very useful to let me introduce a clear project portfolio framework in the enterprise in which I work (bank, IT department).
"Concrete", "Best practices" are the most "plus" of this book.

A very good book!

From Business Stratey to IT Action.......2004-04-10

Drawing from a wealth of success in balancing business requirements with IT solutions, the authors of "From Business Strategy to IT Action" have identified the elements required to keep IT budgets in-line with the overall goals of the business. As many IT managers know it is easy to get caught up in the swirl surrounding keeping the "lights on" and lose focus about using technology to bring value to the organization in ways that help achieve the goals necessary to move the organization forward. I particularly liked the chapter devoted to discussing the culture of an organization. As they point out, losing sight of the bottom-line is easy when organizations get hung up on the culture of the institution and continue to do things the old way rather than routinely evaluating the goals of the organization with an eye toward improvement. To quote them, "New Information Economics (NIE) is a set of practices and principles for moving from business strategy to IT action to bottom-line impact". To me this means staying focused on the business of the organization and not getting caught up in thinking that IT is in business for itself.

Bottom Line --> Results.......2004-03-17

This book provides solid, rational, and most importantly, actionable guidance for managers and executives faced with the challenge of identifying, evaluating, and prioritizing their IT spend. The authors provide a concise, structured framework which leads the reader through a step-by-step process to make reasoned decisions about both steady state ("lights on") expenditures and new project investments. The writing style is clear, fluid, and easily digestible. Each chapter includes fact-filled charts and diagrams to make the concepts come alive, along with a chapter summary, targeted questions, plus additional reading references. From defining goals, asking the penetrating "right questions," through charting a path to implementation, this truly is a guidebook to learning how to control spending while concurrently maximizing the impact on your bottom line. This book should be required reading before the beginning of your next planning cycle. Whether you've been in the IT business for a year, a decade or longer, you will undoubtedly benefit from the multiple layers of insight contained within this book. Note: I also recommend sales personnel absorb the concepts in this book -- if you understand how your customers are evaluating IT investment decisions, you can communicate the value your offerings will deliver in a manner which will better resonate with the decision maker.

One of the best books on the subject!.......2004-03-17

I've read a stack of books related to this subject, and this is one of two books that I think hit the bullseye and that I recommend to peers and clients (the other is Value-Driven IT Management, ISBN 0750659254).

What I most like about this book is the highly focused, clearly defined approach to transforming strategy into action. In fact, 'action' is the main characteristic of this book, both in writing pace and in the results you can achieve if you follow the map the authors provide. Chapter 1 leads you through defining your goals that links the strategy to your bottom line. This establishes the methodology that you'll follow through the rest of the book.

Each subsequent chapter is a milestone in the process of transforming strategy into action. What I like is the consistent format, which starts with "Ask the Right Questions", then listing steps, ending with a summary. More importantly, the bottom line remains the focus of this book from start to finish. This keeps the reader's attention on the goals, business issues and costs.

The topics covered in each step represent best practices that should be present in any organization that is mature enough to undertake a business-IT alignment. For example, portfolio management, prioritization techniques, and aligning to a value chain are addressed, In addition, the challenges faced by both business and IT are uncovered, with advice on how to meet them during the process. Finally, the book sets forth the transformation process in a well ordered sequence that will get you from inception to meeting all objectives if followed. The chapters on scoring and measurement are invaluable.

One topic that makes this book exceptionally valuable is the introduction of the Business Value Maturity Model. This model, in my opinion, is the missing link in the quest for Business-IT alignment initiatives, and one that I hope gets wider dissemination than in this book. Other aspects of the book that I especially like include the excellent use of graphs and diagrams, and the absence of empty claims and theory. The material is clear, actionable and realistic. Think of this book as both a compass and blueprint. I cannot recommend this book strongly enough, particularly to organizations that are struggling with business-IT alignment.

Strategic Management In Action (3rd Edition)
Average customer rating:

Always alert!

Strategic Management In Action (3rd Edition)
Mary Coulter
Manufacturer: Prentice Hall
ProductGroup: Book
Binding: Paperback

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A Framework for Marketing Management, Second Edition

ASIN: 0131446800

Book Description

Strategic Management in Action, 3rd Edition is clearly differentiated from other volumes by its conversational writing style, increased use of pedagogy, and emphasis on readers doing strategy. The volume effectively integrates strategy theory and strategy action in an exciting and engaging way. The author examines the foundations of auditing, as well as standards, materiality and risk, management assertions and evidence, client acceptance and audit planning, internal control, revenue and cash receipts transactions, expenditure and cash disbursements transactions, other accounts and transactions, sampling, completing the audit and reporting, ethics and legal liability and assurance and other services. For business professionals involved in strategic planning.

Customer Reviews:

Always alert! .......2005-11-06

The mind of the businessman should be very similar to hunter 's attitude. Never satisfied and always searching new challenges, the successful by itself is never a goal, but only a simple step in the process.

Interesting testimonial book around the experiences in the gradually most exigent and complex activity: the management in the actual times.

Strategic Human Resource Management: A Guide to Action

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Strategic Human Resource Management: A Guide to Action
Michael Armstrong
Manufacturer: Kogan Page
ProductGroup: Book
Binding: Paperback

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ASIN: 0749445114

Book Description

There is often a gap between the rhetoric of Strategic Human Resource Management and the reality of strategy in action. This highly regarded, fully updated book provides practical guidance on implementing the complex HR strategies formulated by many practitioners, academics and consultants in recent years.

Beyond Strategic Vision, Effective Corporate Action With Hoshin Planning

Average customer rating:

Aligning lean principles with strategic intent
Beyond Strategic Vision by Michael Cowley and Ellen Domb
Discover the secret of deploying company strategies
Excellent hands on book about hoshin
Strategic Planning Made Easy

Beyond Strategic Vision, Effective Corporate Action With Hoshin Planning
Michael Cowley , and Ellen Domb
Manufacturer: Butterworth-Heinemann
ProductGroup: Book
Binding: Paperback

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Book Description

Hoshin is a system which was developed in Japan in the 1960's, and is a derivative of Management By Objectives (MBO). It is a Management System for determining the appropriate course of action for an organization, and effectively accomplishing the relevant actions and results. Having recognized the power of this system, Beyond Strategic Vision tailors the Hoshin system to fit the culture of North American and European organizations. It is a "how-to" guide to the Hoshin method for executives, managers, and any other professionals who must plan as part of their normal job.

The management of an organization, whether it be large or small, has as one of its principal responsibilities setting the direction of the organization for the future. The most effective way to set the future direction is to develop a shared vision of what the organization will be in the future, contrast it to the way the organization is now, and then to create a plan for bridging the gap: the Strategic Plan. Beyond Strategic Vision shows you how to do this effectively and efficiently.

Michael Cowley has been a teacher and practitioner of management and strategic planning methodologies since 1972. He is a certified instructor for GOAL/QPC and has worked with a wide variety of clients in the automotive, manufacturing, financial, military, healthcare, and educational fields. Dr. Cowley is President of Cowley & Associates, management consultants in Carnelian Bay, California.

Ellen Domb is President of the PQR Group, a consulting firm specializing in the application of TQM in Upland, California. She has a successful history of teaching and consulting for planning, management, manufacturing, product development, and business systems. Dr. Domb is the author of numerous articles and books on quality management practices.

Comprehensive and complete, from vision to tactical details.
Balanced between day-to-day and long-term strategies.
Designed for anyone to use, even families.

Customer Reviews:

Aligning lean principles with strategic intent.......2007-01-04

Time after time I have witnessed the application of lean or six sigma methodologies without a clear perception of how the specific initiatives align with the business strategy - often because the business strategy had never be developed to a stage where obvious connections could be made. Hoshin Kanri fills that gap by providing a means of devolving the high-level business strategies to the point where the individual tasks and projects to support them are identifiable - thereby creating the much need link between local initiatives and strategic imperatives.
The book "Beyond strategic vision" provides as good an explanation of the Hoshin Kanri method as any I have read. It explains in clear terms the process that is followed and supports the explanations with examples from the authors' experiences. The book provides of a number of example templates, and explains in detail many of the tools (an entire chapter focuses on the tools) that support the process. The great insight for me was that the tools used would probably be familiar to anybody that has experience with PDCA, Lean, TQM, Six sigma, etc., it is just that they are used in a strategic, rather than in their more typical tactical or operational, context.

Beyond Strategic Vision by Michael Cowley and Ellen Domb.......2005-05-19

The authors of Beyond Strategic Vision explain that planning at several levels is a common denominator for success in any effort to change an organisation. It concepts like total quality management and process re-engineering to be used successfully. The authors explain that strategic and operational planning are powerful agents and mechanisms for setting and meeting an organisation's ambitious and exciting goals. They explain that Hoshin planning is dramatically superior to any of the other systems. The Hoshin system was developed in Japan in the 1960s and is a derivative of management by objectives.

The authors presented a clear, logical and easy to follow description of the Hoshin planning process that can assist any organisation to plan, create and implement strategies successfully.

The book focuses on how to translate an organisation's vision into action. The book explains that the Hoshin planning process is a powerful tool for putting plans into action. It provides a framework for process driven thinking that results in organisational success. The authors used their experiences in some of the best organisations in the world to explain how Hoshin planning is applied.

I have worked in a number of organisations where the top management put a lot of time and effort into formulating strategic plans. The strategic plans largely failed to be implemented and were eventually not used at all.

The attraction of Hoshin planning is that it includes the implementation or the doing of what is planned as well as the review of what has been done. The planning processes that I had grown accustomed to separate the formulation of the plans from the implementation of them. The course explains that plans are best formulated by those responsible for their implementation.

Discover the secret of deploying company strategies.......2002-05-29

Beyond Strategic Vision is a great introduction to Hoshin Kanri -
the Japanese method for deploying goals and objectives throughout a company. The authors include basic tools for developing plans and walk through the use of basic forms and processes for making sure the company plan is consistently deployed throughout the firm.

Excellent hands on book about hoshin.......2000-04-21

Beyond Strategic Vision is a hands on book describing how youcan practically introduce hoshin planning. It describes the processfrom beginning to end. Prior to buying this book I had another hoshin book "Hoshin Kanri, Policy Deployment for successful TQM" but that one was much more abstract and theoretic. I would recommend a reader interested to learn about hoshin planning to buy Beyond Strategic Vision.

Strategic Planning Made Easy.......1999-12-28

This book presents a comprehensive way to create a strategic planning system. It is easy to read and has plenty of examples of Hoshin Kanri. Hoshin planning is one of the most powerful tools that I have ever used.

Implementing Your Strategic Plan: How to Turn "Intent" into Effective Action for Sustainable Change

Average customer rating:

The More Times Change...
Making strategic intent into a reality.

Implementing Your Strategic Plan: How to Turn "Intent" into Effective Action for Sustainable Change
C. Davis Fogg
Manufacturer: American Management Association
ProductGroup: Book
Binding: Hardcover

Strategy & Competition | Management & Leadership | Business & Investing | Subjects | Books

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ASIN: 0814403948

Book Description

IMPLEMENTING YOUR STRATEGIC PLAN How to Turn 'Intent' Into Effective Action for Sustainable Change Planning is easy, but implementing a plan is tough --often involving the coordination and direction of numerous people, resources, programs, and actions over a sustained period of time and across many organizational boundaries. Implementing Your Strategic Plan is packed with action-oriented principles, tools, and techniques designed to help CEOs, managers, consultants, or anyone who needs to make a strategic plan a reality-not just a pipe dream. It shows how to: ** turn strategic priority issues into assigned, measurable actions ** foster creative leadership ** overcome resistance to change ** provide an environment in which people can excel ** fix broken core processes, and much more C. DAVIS FOGG (Nashville, TN) is president of his own consulting firm and an active seminar leader. He is the author of Team-Based Strategic Planning (Amacom).

Customer Reviews:

The More Times Change..........2003-05-12

...the more they stay the same. Despite the fact that this book was written and published more than five years ago, it's still the best book written on strategy execution and implementation. Alright,... I'll admit it: the book's title and cover design need a little work (author take note!!). However, if you're willing to look past these superficial flaws, you'll discover the definative book on strategy implementation -- even better than Larry Bossidy's fine "Execution: The Discipline of Getting Things Done." In addition to this book and Bossidy's "Execution," I'd also recommend that you consider Kotter's "Leading Change" and Smallwood, Ulrich, and Zenger's "Results-Based Leadership" (both five-star books!!). Bottom line? "Implementing Your Strategic Plan" is a must addition to your management library. Overall grade: B+/A.

Making strategic intent into a reality........1999-02-23

This book could have been titled "making change happen." The core of this book consists of a chapter by chapter discussion of the 18 keys to implementing the strategic plan. The 18 keys are grouped into five categories: setting accountability; enabling and aligning action; fixing the organization; providing an environment in which people can excel; and judging and rewarding. This is a superb, penetrating and detailed book which begins with a fascinating summary of findings from the author's survey of CEOs and key executives who were successful in implementing change. One insight stands out from these findings-teams don't develop paradigm shift strategies; CEOs do. Indeed Fogg states that the single most important factor in the change equation is leadership. With that truth set forth up front, we were confident that this book would be a rewarding experience; it was...and we highly recommend it!

Seeds of Disaster, Roots of Response: How Private Action Can Reduce Public Vulnerability

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Seeds of Disaster, Roots of Response: How Private Action Can Reduce Public Vulnerability

Manufacturer: Cambridge University Press
ProductGroup: Book
Binding: Paperback

Systems & Planning | Management & Leadership | Business & Investing | Subjects | Books

General | Politics | Nonfiction | Subjects | Books

Regional Planning | Politics | Nonfiction | Subjects | Books

General | Social Sciences | Nonfiction | Subjects | Books

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ASIN: 0521685729

Book Description

In the wake of 9/11 and Hurricane Katrina, executives and policymakers are motivated than ever to reduce the vulnerability of social and economic systems to disasters. Most prior work on “critical infrastructure protection” has focused on the responsibilities and actions of government rather than on those of the private sector firms that provide most vital services. Seeds of Disaster, Roots of Response is the first systematic attempt to understand how private decisions and operations affect public vulnerability. It describes effective and sustainable approaches - both business strategies and public policies - to ensure provision of critical services in the event of disaster. The authors are business leaders from multiple industries and experts in fields as diverse as risk analysis, economics, engineering, organization theory and public policy. The book shows the necessity of deeply rooted collaboration between private and public institutions, and the accountability and leadership required to go from words to action.

Strategic Action Planning Now Setting and Meeting Your Goals

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An important skill shared with enjoyable style...
An engaging, useable guide! Helpful and practical.

Strategic Action Planning Now Setting and Meeting Your Goals
Cate Gable
Manufacturer: CRC
ProductGroup: Book
Binding: Paperback

Strategy & Competition | Management & Leadership | Business & Investing | Subjects | Books

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ASIN: 1574442333

Book Description

Filling the need for a "how-to," step-by-step guide to strategic planning, Strategic Planning Action NOW! Selling and Meeting Your Goals outlines team-based planning in four steps. Gate Gable's techniques provide detailed guidance into planning processes, strategic skills, recognition of challenges, consideration of goals, monitoring and measurement, and implementation tips to help the reader begin the planning process almost immediately.

Customer Reviews:

An important skill shared with enjoyable style..........1999-09-09

If you think reading this book will be a chore - you are mistaken. The writing style is enjoyable; and the analogies and examples of the various planning steps make the task of strategic planning seem effortless.

An engaging, useable guide! Helpful and practical........1999-05-07

Strategic Action Planning NOW! provides a mix of practical suggestions, real-life examples, and inspiring ideas to jump-start and guide the planning process. Gable's style is conversational and encouraging. I especially appreciated the step-by-step planning exercises: they allowed us to use the information right away.

Strategy for Action: Industry Rivalry and Coordination (Southwestern's Strategic Management Series)

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Strategy for Action: Industry Rivalry and Coordination

Strategy for Action: Industry Rivalry and Coordination (Southwestern's Strategic Management Series)
Curtis M. Grimm , and Ken G. Smith
Manufacturer: South-Western College Pub
ProductGroup: Book
Binding: Paperback

Statistics | Economics | Business & Investing | Subjects | Books

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MIS | Industries & Professions | Business & Investing | Subjects | Books

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Systems & Planning | Management & Leadership | Business & Investing | Subjects | Books

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ASIN: 0314216502

Book Description

Based on ten years of research of actual competition, this cutting-edge text helps students evaluate a firms capabilities and adopt specific action strategies that lead to success. This brief one-color text is appropriate for MBA strategy courses or as a supplement to various upper-division managerial texts. This text is part of the Wests Strategic Management Series edited by Michael A. Hitt, R. Duane Ireland, and Robert E. Hoskisson, authors of Strategic Management: Competitiveness and Globalization, 2nd.

Customer Reviews:

Strategy for Action: Industry Rivalry and Coordination.......2005-09-24

Must read if you're interested in dynamic strategy.

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