Best Practices in Planning and Performance Management: Radically Rethinking Management for a Volatile World (Wiley Best Practices) - Tapa dura

Acerca del autor

DAVID A. J. AXSON is President of the Sonax Group, a business advisory firm. He is a former head of corporate planning at Bank of America and was a cofounder of The Hackett Group, where he was the architect of the firm's market-leading benchmarks bank. He is a sought-after speaker and writer on best practices in planning and performance management reporting, and is widely regarded as a thought leader in the industry.

De la contraportada

The housing bubble, the failures of Bear Stearns and Lehman Brothers, and the near-collapse of the global financial system made it abundantly clear that the management processes on which organizations have relied for more than fifty years are totally broken. Updating indispensable best practices and examining the lessons learned from the Great Recession, Best Practices in Planning and Performance Management: Radically Rethinking Management for a Volatile World, Third Edition is your road map for driving fundamental change in your organization.

David Axson's innovative text helps you significantly upgrade your management practices to better meet the needs of today's increasingly complex and global markets. By providing a framework for identifying best practices in performance management, Best Practices in Planning and Performance Management, Third Edition defines clear action plans for successfully developing, implementing, and profiting from the strategic applications of key performance metrics.

Part One makes the case for a radical change in the way managers manage performance, explaining why effective performance management is needed in today's fast-paced world, and providing a series of diagnostic tools and measures to help you size up the improvement opportunity. Now including "Lessons for a Volatile World" in each chapter, Part Two summarizes key lessons managers can take away from the events of 2007–2009 and describes the principal best practices for each element of the performance management process—strategic planning, tactical and financial planning, management reporting, forecasting, and risk management. Finally, Part Three provides insights into the steps required to design a best practice–inspired process that is right for your organization, as well as the critical success factors for implementation.

There is nothing like a good economic downturn to get companies to see that using performance management best practices is absolutely essential. Just in time, Best Practices in Planning and Performance Management, Third Edition is the proactive guide you need right now to help you consistently make and execute better decisions faster.

De la solapa interior

The housing bubble, the failures of Bear Stearns and Lehman Brothers, and the near-collapse of the global financial system made it abundantly clear that the management processes on which organizations have relied for more than fifty years are totally broken. Updating indispensable best practices and examining the lessons learned from the Great Recession, Best Practices in Planning and Performance Management: Radically Rethinking Management for a Volatile World, Third Edition is your road map for driving fundamental change in your organization.

David Axson's innovative text helps you significantly upgrade your management practices to better meet the needs of today's increasingly complex and global markets. By providing a framework for identifying best practices in performance management, Best Practices in Planning and Performance Management, Third Edition defines clear action plans for successfully developing, implementing, and profiting from the strategic applications of key performance metrics.

Part One makes the case for a radical change in the way managers manage performance, explaining why effective performance management is needed in today's fast-paced world, and providing a series of diagnostic tools and measures to help you size up the improvement opportunity. Now including "Lessons for a Volatile World" in each chapter, Part Two summarizes key lessons managers can take away from the events of 2007–2009 and describes the principal best practices for each element of the performance management process—strategic planning, tactical and financial planning, management reporting, forecasting, and risk management. Finally, Part Three provides insights into the steps required to design a best practice–inspired process that is right for your organization, as well as the critical success factors for implementation.

There is nothing like a good economic downturn to get companies to see that using performance management best practices is absolutely essential. Just in time, Best Practices in Planning and Performance Management, Third Edition is the proactive guide you need right now to help you consistently make and execute better decisions faster.