Six Disciplines
AUGUST 8, 2011
The need for measurement may seem obvious, however, more often than not, it's overlooked as being unnecessary by many leaders of small and mid-sized organizations. Let's look at the top 10 reasons why your organization needs to measure its results: Measurement clarifies expectations. Measures are a the most transparent and clear means to communicate expectations to employees.
Six Disciplines
AUGUST 8, 2011
Remember when we could simply distinguish between strategy formulation as "thinking" (analysis, planning, setting goals, etc.) and strategy execution as "doing" (follow-through, top-to-bottom, operational, goal achieving, etc.)? Today's challenge is how to balance both strategy and execution - or how to build execution into strategy. How do you build execution into strategy?
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Six Disciplines
AUGUST 8, 2011
A number of independent studies performed over the past few years indicate that execution is the clear differentiator of company value, financial performance and employee engagement. In this post , Max Goldman references Becker and Huselid’s “ High performance Work Systems and Firm Performance" and Joyce, Nohria, Roberson' similar ratio in their 2003 book “ What Really Works.
Six Disciplines
AUGUST 8, 2011
The need for measurement may seem obvious, however, more often than not, it's overlooked as being unnecessary by many leaders of small and mid-sized organizations. Let's look at the top 10 reasons why your organization needs to measure its results: Measurement clarifies expectations. Measures are a the most transparent and clear means to communicate expectations to employees.
Six Disciplines
AUGUST 8, 2011
A number of independent studies performed over the past few years indicate that execution is the clear differentiator of company value, financial performance and employee engagement. In this post , Max Goldman references Becker and Huselid’s “ High performance Work Systems and Firm Performance" and Joyce, Nohria, Roberson' similar ratio in their 2003 book “ What Really Works.
Six Disciplines
AUGUST 8, 2011
Remember when we could simply distinguish between strategy formulation as "thinking" (analysis, planning, setting goals, etc.) and strategy execution as "doing" (follow-through, top-to-bottom, operational, goal achieving, etc.)? Today's challenge is how to balance both strategy and execution - or how to build execution into strategy. How do you build execution into strategy?
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