Connected Planning
A Playbook for Agile Decision Making
Ron Dimon
- English
- ePUB (disponibile sull'app)
- Disponibile su iOS e Android
Connected Planning
A Playbook for Agile Decision Making
Ron Dimon
Informazioni sul libro
Ron Dimon's thought-leading second edition of the book originally entitled Enterprise Performance Management Done Right, published in 2012, is a practical roadmap for using Connected Planning to develop an agile organization and to navigate the complex Enterprise Performance Management landscape.
According to esteemed author, researcher, and Management professor Dr. Christopher Neck, "In the same way that one needs to be self-leading to finish a grueling marathon, an organization must be self-leading in order to execute on its plans in an efficient and effective manner. What drives self-leadership at all levels in an organization? The people within the organization of course—and those people must be involved in the planning occurring in an organization. Without a plan, an organization has no direction."
Since 2012, much has changed in the world of connecting strategy with improved performance: new, cloud-based, in-memory technologies have been adopted by the largest organizations in the world. This book is for CFOs, CIOs, their direct reports, and any organizational visionary or aspiring leader who wants to ''bring it all together'' and create an actionable vision and plan for improving readiness, resilience, and performance.
Domande frequenti
Informazioni
CHAPTER 1
What's Broken and What's Possible?
“Finding what's wrong and fixing it” versus “seeing what's possible and going for it” give two very different lives.—TONY MAYO
Strategy-Execution Gap
- Making the strategy meaningful to frontline employees
- Poor communication of strategy
- Lack of accountability
- Lack of clear and decisive leadership
- Too much focus on short-term results
- Everyone too busy/not enough resources
- Resistance to change
- Strategy goals remain vague and pointless:
- Leadership actions inconsistent with strategy
- Inability to measure impact
- Business units with competing agendas
- Too much uncertainty
- No vetting of the strategy to see if it's actually doable (do we have the right capital, right products, right markets, right people?), and little debate to refine the strategy.
- Low agreement on what the strategy actually is—even among the C-suite executives (it's always a surprise to see this).
- Low connection between the strategic financial and operational business models (made in the vetting debate) and budgets, plans, and forecasts.
- Low buy-in to the budgets, plans, and forecasts (usually due to management overrides after a bottoms-up exercise), resulting in low buy-in to the strategy from lower levels in the organization.
- Low agreement on what the right measures are to see how well we're doing, and no visible connection between those measures and strategic objectives.
- Low belief that the numbers seen are accurate (or at least the same version), as well as a lot of manual effort to get at the numbers.
- Low understanding of the root causes as to why the company achieves, underachieves, or overachieves results.
- Little connection between root-cause analysis and tweaking the strategy (“hey, we are losing money on product X, and it's not a loss-leader, should we be in that business?”).
- Low accountability for results. Some organizations don't have targets or owners for their key objectives.
- Customer lifetime value (CLV) (how muc...