標題: Titlebook: Agile Strategy Management in the Digital Age; How Dynamic Balanced David Wiraeus,James Creelman Book 2019 The Editor(s) (if applicable) and [打印本頁] 作者: 卑賤 時間: 2025-3-21 18:02
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書目名稱Agile Strategy Management in the Digital Age讀者反饋學科排名
作者: 壓倒 時間: 2025-3-21 22:32
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 978-3-030-09460-7978-3-319-76309-5作者: outskirts 時間: 2025-3-22 04:24 作者: 加強防衛(wèi) 時間: 2025-3-22 07:01
experience and expertise to provide a step-by-step guide to .In a world of rapid and unpredictable change, the problem with strategic planning is that if you follow your plan through to the end, you will get exactly what you used to want...What you need is a framework for planning and implementing a作者: cleaver 時間: 2025-3-22 08:54 作者: 異端邪說下 時間: 2025-3-22 14:16 作者: Coeval 時間: 2025-3-22 19:02 作者: BILK 時間: 2025-3-23 00:37 作者: 值得尊敬 時間: 2025-3-23 01:35
Aligning the Financial and Operational Drivers of Strategic Success,gh strategically aligned process improvements (which we deal with in this chapter). To identify process improvements, we must first align operations to strategy, which also comprises better linkage to financial plans (budgets being the financial component of the annual operating plan) (Fig. 7.1).作者: buoyant 時間: 2025-3-23 05:43 作者: 有斑點 時間: 2025-3-23 10:52 作者: PLIC 時間: 2025-3-23 14:57 作者: critic 時間: 2025-3-23 21:32 作者: 針葉類的樹 時間: 2025-3-24 02:00 作者: Arrhythmia 時間: 2025-3-24 04:38 作者: 哎呦 時間: 2025-3-24 08:29
Driving Rapid Enterprise Alignment,s is much more than speeding up the historically slow crafting of strategic plans and top-level Balanced Scorecard systems. A much stronger and agile linkage between planning and execution is required, as is a more systematic strategic learning and action mechanism. We discuss these requirements wit作者: 突變 時間: 2025-3-24 14:27
Aligning the Financial and Operational Drivers of Strategic Success, itself—it is simply the plan. Implementing strategy is through the delivery of the chosen initiatives, (covered in the next chapter) as well as through strategically aligned process improvements (which we deal with in this chapter). To identify process improvements, we must first align operations t作者: Intractable 時間: 2025-3-24 15:57
Unleashing the Power of Analytics for Strategic Learning and Adapting,the understanding of the causal relationships between the objectives. Hitherto, causality was suggested through placing “arrows,” on the map, but with little (mostly zero) testing of those assumptions (Fig. 9.1).作者: Pcos971 時間: 2025-3-24 22:28
How to Ensure a Strategy-Aligned Leadership,ese are inextricably linked. The “shadow” the leader casts is long and powerful. Direct reports do what they know the leader wants, which is not necessarily the same as s/he says. This might not be found in corporate value statements, which we discuss in detail in the next chapter. We start with lea作者: Accessible 時間: 2025-3-25 03:07 作者: agonist 時間: 2025-3-25 05:09
Ensuring Employee Sense of Purpose in the Digital Age,ing born between 1982 and 2000) are changing everything about how organizations work as a consequence of their growing up at the same time as the nascent Internet. The first of these are now in middle management positions and, in some cases higher, especially in businesses that are digitally driven 作者: fluffy 時間: 2025-3-25 10:04
Further Developments: Driving Sustainable Value Through Collaborative Strategy Maps and Scorecards, governments) be more socially and environmentally aware. Increasingly, we are witnessing how an organization’s performance as corporate citizens is impacting their reputation and from that consumers’ purchasing behaviour. Of course, through social media any perceived breach of Corporate Social Resp作者: 從容 時間: 2025-3-25 12:43 作者: 鳴叫 時間: 2025-3-25 15:57 作者: novelty 時間: 2025-3-25 21:51 作者: 秘方藥 時間: 2025-3-26 01:52
Direction-Aware Top-, Dominating Queryd in a mission statement, this does not change often and indeed can remain the same for decades or even a century. This component of strategy management cannot be agile, and attempts to make it so will do little but suck out the essence of life from the enterprise. It will be left with no real meani作者: Germinate 時間: 2025-3-26 07:54
Formal Description of Cyber Attackss is much more than speeding up the historically slow crafting of strategic plans and top-level Balanced Scorecard systems. A much stronger and agile linkage between planning and execution is required, as is a more systematic strategic learning and action mechanism. We discuss these requirements wit作者: heartburn 時間: 2025-3-26 09:11 作者: 陳列 時間: 2025-3-26 15:24 作者: Emmenagogue 時間: 2025-3-26 19:10
SCADA Security: Concepts and Recommendationsese are inextricably linked. The “shadow” the leader casts is long and powerful. Direct reports do what they know the leader wants, which is not necessarily the same as s/he says. This might not be found in corporate value statements, which we discuss in detail in the next chapter. We start with lea作者: 閃光東本 時間: 2025-3-26 23:39
https://doi.org/10.1007/978-3-030-01689-0s strategy for breakfast.” It seems that the authors of just about all the articles, blogs, and so on, that consider culture and strategy together are honour-bound to include this. It’s as if it would be disrespectful not to (Fig. 11.1).作者: 路標 時間: 2025-3-27 02:26
Flexible and Survivable Single Sign-On,ing born between 1982 and 2000) are changing everything about how organizations work as a consequence of their growing up at the same time as the nascent Internet. The first of these are now in middle management positions and, in some cases higher, especially in businesses that are digitally driven 作者: 大方一點 時間: 2025-3-27 08:11 作者: initiate 時間: 2025-3-27 09:53
https://doi.org/10.1007/978-3-030-94029-4to the customer, as well as the dynamics of the employer/employee relationship. When we passed through the technology “tipping point” and entered the unknown territory currently called the digital age (a description that will also evolve), we had no idea what would change—except one thing: everythin作者: GLIDE 時間: 2025-3-27 14:17
David Wiraeus,James CreelmanEvolves the extremely popular Balanced Scorecard strategy execution system for the digital age.Draws on the authors‘ extensive professional experience and expertise to provide a step-by-step guide to 作者: outset 時間: 2025-3-27 18:48 作者: 一大群 時間: 2025-3-28 01:28
Jie Yu,Dongdong Wang,Lingyu Xu,Rongrong ChenIn the next two chapters, we describe how to build agile and adaptive Balanced Scorecard systems. Within this chapter, we explore Strategy Maps (the most important component of the system), while in the next, we consider the supporting scorecard of Key Performance Indicators (KPIs), targets, and initiatives.作者: debase 時間: 2025-3-28 03:29 作者: 輕而薄 時間: 2025-3-28 10:11 作者: canvass 時間: 2025-3-28 13:30
Strategy Mapping in Disruptive Times,In the next two chapters, we describe how to build agile and adaptive Balanced Scorecard systems. Within this chapter, we explore Strategy Maps (the most important component of the system), while in the next, we consider the supporting scorecard of Key Performance Indicators (KPIs), targets, and initiatives.作者: Excitotoxin 時間: 2025-3-28 17:25 作者: 完整 時間: 2025-3-28 19:58 作者: sorbitol 時間: 2025-3-28 23:43
Agile Strategy Setting,d in a mission statement, this does not change often and indeed can remain the same for decades or even a century. This component of strategy management cannot be agile, and attempts to make it so will do little but suck out the essence of life from the enterprise. It will be left with no real meaning—no soul (Fig. 3.1).作者: 薄荷醇 時間: 2025-3-29 03:52 作者: 太空 時間: 2025-3-29 09:34
Unleashing the Power of Analytics for Strategic Learning and Adapting,the understanding of the causal relationships between the objectives. Hitherto, causality was suggested through placing “arrows,” on the map, but with little (mostly zero) testing of those assumptions (Fig. 9.1).作者: Virtues 時間: 2025-3-29 11:45 作者: Aqueous-Humor 時間: 2025-3-29 16:21
How to Ensure a Strategy-Aligned Culture,s strategy for breakfast.” It seems that the authors of just about all the articles, blogs, and so on, that consider culture and strategy together are honour-bound to include this. It’s as if it would be disrespectful not to (Fig. 11.1).作者: 其他 時間: 2025-3-29 23:17 作者: adequate-intake 時間: 2025-3-30 01:40 作者: 特征 時間: 2025-3-30 08:02 作者: 緊張過度 時間: 2025-3-30 10:16 作者: Regurgitation 時間: 2025-3-30 12:43 作者: 通便 時間: 2025-3-30 16:49
Formal Description of Cyber Attackss is much more than speeding up the historically slow crafting of strategic plans and top-level Balanced Scorecard systems. A much stronger and agile linkage between planning and execution is required, as is a more systematic strategic learning and action mechanism. We discuss these requirements within subsequent chapters (Fig. 6.1).作者: atopic-rhinitis 時間: 2025-3-30 23:35 作者: 說明 時間: 2025-3-31 04:06
SCADA Security: Concepts and Recommendationsese are inextricably linked. The “shadow” the leader casts is long and powerful. Direct reports do what they know the leader wants, which is not necessarily the same as s/he says. This might not be found in corporate value statements, which we discuss in detail in the next chapter. We start with leadership (Fig. 10.1).
