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"Creelman, James"
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More with less : maximizing value in the public sector
\"Public sector organizations are about to enter one of the most challenging environments they have ever had to face as they bear much of the cost of the credit crunch. This timely book shows public sector leaders what they need to understand in order to be able to cope with these challenges\"-- Provided by publisher.
Book
Agile strategy management in the digital age : how dynamic balanced scorecards transform decision making, speed and effectiveness /
\"The original balanced scorecard system has proven the most popular, successful, and enduring framework for strategy execution over the last 25 years ... However, for all its success, [this] system now needs to evolve for the digital age. Until now, building the system, rolling it out enterprise-wide, and adapting it to external changes has been a lengthy process. While the fundamental principles of the system are still sound and relevant, it needs to become nimbler and more responsive. The book provides a step-by-step guide to agile strategy management: from formulation to implementation to learning and adapting\"--Publisher marketing.
Book
Becoming World-Class: How BPM Delivers Shareholder Returns
The Hackett Group's 2006 Book of Numbers research, which compiles results from benchmark studies performed at more than 200 organizations over the past three years, shows that companies with world-class planning, performance management, and business analysis processes can more than double their equity market returns and significantly lower the volatility of their operating profit. Although there is no secret formula for delivering superior returns in every company, the research points to several key BPM capabilities that enable the right information to reach the right people at the right time: 1. hiring the brightest and best finance talent, 2. focusing on report quality, not quantity, and 3. using technology to its fullest potential. The core goal of BPM is to enable better decision support. By making performance information available online, world-class companies are improving decisions throughout their ranks. By better enabling the decision-making process, it is little wonder that companies with worldclass BPM performance achieve greater returns for shareholders.
Trade Publication Article
إدارة الأداء على أساس المخاطر : الدمج بين الاستراتيجية وإدارة المخاطر
أدركت المنظمات على اختلافها أن المخاطرة ليست في حد ذاتها عملا مستهجنا، ولكن الخطأ يكمن في مخاطرة لا تدرك أبعادها أو إدارتها، وأن المخاطرة من متطلبات الإبداع والابتكار، لكون ذلك سبيلا لتحقيق الميزة التنافسية وإنجاز الأهداف وضمان المنافع المتعددة؛ لذا فقد جعلت منها بعدا خامسا إلى جانب الأبعاد الأربعة المعروفة في بطاقة الأداء المتوازن. لقد قدم المؤلفان خبرتهما العملية والعلمية لمساعدة المنظمات على دمج إدارة المخاطر في تنفيذ إستراتيجيتها، والإفصاح عن كيفية ذلك في عالم سريع التطور والتغيير.
Book
An act of faith
Discusses how, according to Dutton Engineering, Japan′s success is due to trust, and how companies need to trust their employees, suppliers and customers, and eliminate any \"terrorists\" who might try to jeopardize their success. Discusses Training and development. Emphasizes how the company encourages employee participation through the use of kaizen. Concludes that Dutton′s growth during the recession has been put down to the company′s TQM programme. Contends that, in order to beat the Japanese, companies radically need to change the way they run their business.
Journal Article
Japan: Myth or miracle? A house united (Part 3)
After suffering devastation at the hands of the allied forces in the mid-20th century, the Japanese were ready to learn from outside areas in order to ensure its survival in a potentially hostile world. The Japanese were forbidden from progressing militarily, so they had to find other roads to follow. This is where the quality first came into the equation, first through the teachings of W. Edwards Deming and then Joseph Juran and others. Japan then added quality circles to Deming's primarily statistical philosophy. The Japanese also realized early on that they had to be effective in utilizing the talents of the workforce, since it is a country without raw materials. Terry Ingham, of Claunch Associates (UK) Ltd. states that every member of a Japanese company believes that he is a vital part of the group. This naturally leads to a team-based approach, which means problems can be solved quicker and they can get products to market in a faster time than in the West. Another key to the Japanese success story might be long-term planning. The Japanese take time to make decisions and will take their time to get to know companies with which they may do business. Similarly, they take their time with quality.
Journal Article
Outlook
The chances of success with a customer care programme seems to be similar to those of total quality management (TQM) initiatives. The latter apparently has only a 20% success rate, and the former appears to be fairing no better. Research by the ITEM Group found that only one in five of customer care programmes met their objectives. David Clutterbuck, the chairman of the ITEM Group, relayed to me an example of one company (the name was not given) who spent several million pounds on a programme only to find, a year later, that in the eyes of both staff and customers, the levels of customer service had actually deteriorated.
Journal Article