Synopsis
Strategy-to-performance gaps foster a culture of under-performance Unrealistic plans create the expectation throughout the organisation that plans simply will not be fulfilled. This book shows how to overcome such failings and implement strategy effectively. Common failings include: Companies rarely track their performance against long-term plans - less than 15% of companies make it a regular practice to go back and compare the business' results with the performance forecast for each business unit in its prior years' strategic results Results rarely meet projections - when companies do track performance, it rarely matches the prior years' projection. The consequence is year-after-year of under-performance relative to the original plan A lot of value is lost in translation - a combination of poor communications, misapplied resources, limited accountability and lack of information creates an in-built strategy-to-performance gap
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About the Author
Michel Syrett has combined a career as a journalist and writer on business and management in publications such as The Times, The Sunday Times, Management Today, Director, Asian Business and the South China Morning Post with academic research on management topics for business schools in Britain and Asia. He has authored twenty books and reports, including three Economist titles Successful Innovation, Successful Strategy Execution and Managing Uncertainty.
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Paperback. Condition: New. Main. Strategy-to-performance gaps foster a culture of under-performance Unrealistic plans create the expectation throughout the organisation that plans simply will not be fulfilled. This book shows how to overcome such failings and implement strategy effectively. Common failings include: Companies rarely track their performance against long-term plans - less than 15% of companies make it a regular practice to go back and compare the business' results with the performance forecast for each business unit in its prior years' strategic results Results rarely meet projections - when companies do track performance, it rarely matches the prior years' projection. The consequence is year-after-year of under-performance relative to the original plan A lot of value is lost in translation - a combination of poor communications, misapplied resources, limited accountability and lack of information creates an in-built strategy-to-performance gap. Seller Inventory # LU-9781846686054
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The Economist: Successful Strategy Execution (Paperback)
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Paperback. Condition: new. Paperback. Strategy-to-performance gaps foster a culture of under-performance. Unrealistic plans create the expectation throughout the organisation that plans simply will not be fulfilled. This book shows how to overcome such failings and implement strategy effectively. Common failings include: Companies rarely track their performance against long-term plans - less than 15% of companies make it a regular practice to go back and compare the business' results with the performance forecast for each business unit in its prior years' strategic results. Results rarely meet projections - when companies do track performance, it rarely matches the prior years' projection. The consequence is year-after-year of under-performance relative to the original plan. A lot of value is lost in translation - a combination of poor communications, misapplied resources, limited accountability and lack of information creates an in-built strategy-to-performance gap. How to keep your business goals on target. Shipping may be from multiple locations in the US or from the UK, depending on stock availability. Seller Inventory # 9781846686054
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Successful Strategy Execution How To Keep Your Business Goals On Target
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Paperback. Condition: Very Good. Strategy-to-performance gaps foster a culture of under-performance. Unrealistic plans create the expectation throughout the organisation that plans simply will not be fulfilled. This book shows how to overcome such failings and implement strategy effectively. Common failings include: Companies rarely track their performance against long-term plans; less than 15% of companies make it a regular practice to go back and compare the business' results with the performance forecast for each business unit in its prior years' strategic results. Results rarely meet projections; when companies do track performance, it rarely matches the prior years' projection. The consequence is year-after-year of under-performance relative to the original plan. A lot of value is lost in translation a combination of poor communications, misapplied resources, limited accountability and lack of information creates an in-built strategy-to-performance gap. 176 pages. Seller Inventory # 1568514