By David Apgar
During this groundbreaking e-book, enterprise guru David Apgar is helping leaders pinpoint which info issues so much for winning aim atmosphere, method, and bottom-line functionality. according to uncomplicated and easy-to-implement practices, Relevance outlines a brand new self-discipline eager about the relevance of functionality measures for assessing key approach concerns and accelerating studying. David Apgar’s practices are grounded in strong company examine and obviously illustrated with real-life examples from top-performing businesses akin to Toyota, Alcoa, Nestl?, Capital One, Cisco, Microsoft, and GE.
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Extra resources for Relevance: Hitting Your Goals by Knowing What Matters
That rarity explains the growing difficulty of determining what matters in our voluminous performance reports. indd 18 2/6/08 10:52:12 AM GROWING TO LEARN 19 The third section of the chapter shows how setting testable strategies helps firms learn from experience. Alcoa and GE both manage themselves by laying out clear, changing performance goals and strategic assumptions that they regularly put to the test. The section draws links between this practice, Rand Corporation’s assumption-based planning, and Rita McGrath’s and Ian MacMillan’s discovery-driven planning.
And it focuses your energy on testing those assumptions, starting with the ones that could have the biggest impact on your target. indd 33 2/6/08 10:52:16 AM 34 RELEVANCE Aeronautics and Space Administration (NASA) to simplify and streamline the enormously complex problem of getting to the moon. ”38 NASA’s milestones represented major assumptions about what it would have to achieve to land someone on the moon. The most prominent ones were developing reliable launch and recovery technology and orbiting the earth.
8 That transformation transferred responsibility for performance down to the managers of forty individual sites or fields from the regional operating companies that had previously run them. 9 Managers of the fields and other assets started to sign performance contracts with Browne’s executive committee. The contracts held them responsible for production volumes and expenditures but left them “empowered to figure out how to achieve their promised performance. ”10 Institutional memory and learning are at risk in this sort of disaggregated organizational design.