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Performance Leadership: The Next Practices to Motivate Your People, Align Stakeholders, and Lead Your Industry [NOOK Book]
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Introduction
Pt. I A Review of Performance Management and What's Wrong with It 5
Ch. 1 Setting the Scene 7
Ch. 2 Traditional Performance Management 18
Ch. 3 Measurement Drives Behavior 34
Ch. 4 Performance Leadership Framework 52
Pt. II Practical Improvements for the Operational and Analytical Alignment 65
Ch. 5 Operational and Analytical Alignment 67
Ch. 6 One Version of the Truth 82
Ch. 7 Business Interfaces Drive Collaboration 99
Ch. 8 Balancing Performance and Risk 119
Pt. III Guiding Principles from the Values and Social Dimensions 135
Ch. 8 Balancing Performance and Risk 119
Pt. III Guiding principles from the Values and Social Dimensions 135
Ch. 9 Values and Culture 137
Ch. 10 The Social Role of Organizations 161
Ch. 11 The Return of the Mission Statement 190
Pt. IV Implementing the Performance Leadership Framework 211
Ch. 12 Performance Networks 213
Ch. 13 The Insurance Performance Network 257
Ch. 14 Supermarket Performance Network 257
Ch. 15 Telecom Performance Network 267
Closing Thoughts 277
Notes 281
Bibliography 289
Index 296
Overview
"Why do so many scorecard projects fail? Why do managers treat information as a source of power to be protected, instead of an asset to be exploited? Clearly there has to be a better way of managing perfomance. After witnessing countless initiatives fail, Oracle thought leader and former Gartner analyst Frank Buytendijk challenges conventional wisdom on the best practices of performance management and developed a new framework that predicts and improves organizational behavior - which in turn maximizes business performance both inside and outside an organization." In Performance Leadership, Buytendijk takes a breakthrough approach that focuses on people's behaviors both within and outside of the organization. He presents