What is included with this book?
Prologue: The Third Lever | p. 1 |
Putting the Challenge in Context | p. 3 |
What's in This Book | p. 5 |
Meeting the Challenge | p. 6 |
Building the Anatomy for High Performance | p. 7 |
Operational Excellence | p. 8 |
Agility | p. 11 |
Workforce and Culture | p. 13 |
Finding the Leverage Points | p. 14 |
Leading the Way to Operational Excellence | |
Introduction to Part I | p. 16 |
Do You Know Who Your Customers Are? | p. 18 |
Differentiating Customers from Stakeholders | p. 20 |
The Price of Not Focusing on Customers | p. 21 |
Identifying Customers and Their Needs | p. 22 |
Aligning Your Organization to Customers | p. 25 |
Aligning Outputs to Desired Outcomes | p. 26 |
Keeping the Links | p. 29 |
Why Do an Enterprise Analysis? | p. 30 |
Prime Value Chain: A Powerful Picture of an Enterprise | p. 31 |
Enterprise Analysis Case 1: Joint Munitions Command | p. 33 |
How to Do a PVC Analysis | p. 36 |
Enterprise Analysis Case 2: Common Ground | p. 44 |
Top Challenges in Enterprise Analysis | p. 47 |
Worth the Effort | p. 48 |
Creating an Action Road Map | p. 50 |
Picking Up the Strategy-Execution Link | p. 52 |
Developing a Balanced Portfolio | p. 54 |
Execution Management and Governance | p. 62 |
Keep Your Eye on the Prize | p. 69 |
Agility: Responsiveness and Innovation | |
Introduction to Part II | p. 72 |
Understanding Agility in the Public Sector | p. 74 |
Short-Term Agility | p. 74 |
Long-Term Agility | p. 75 |
Agility and Mission Resilience | p. 77 |
Beginning the Agility Journey | p. 78 |
Knowing What's Coming Before It Happens | p. 80 |
Anticipate the Future with Leading Indicators | p. 82 |
Develop Your Own Leading Indicators | p. 84 |
Use Multiple Indicators | p. 86 |
Metrics Must Trigger Action | p. 87 |
Long-Term Agility | p. 89 |
Leading Indicators in a Mature Organization | p. 90 |
Forward-Thinking, Forward-Sensing | p. 91 |
The Innovation Imperative | p. 92 |
Understanding Innovation | p. 94 |
Challenges of Innovation in the Public Sector | p. 95 |
Building a Robust Innovation Engine | p. 97 |
The Innovation Process | p. 99 |
Management Capability for Innovation | p. 104 |
Making Innovation a Reality | p. 107 |
The Need for Disruptive Innovation | p. 108 |
What Makes an Innovation ôDisruptiveö | p. 110 |
How to Succeed with Disruptive Innovation | p. 112 |
Become a Disruptive Innovator | p. 116 |
Culture and Workforce | |
Introduction to Part III | p. 118 |
Leadership to Galvanize Your Workforce | p. 120 |
Change Requires Leadership, Not Just Management | p. 121 |
What Performance-Oriented Leaders Think and Do | p. 122 |
Eight Lessons from Public Sector Leaders | p. 124 |
Determining Leadership Development Needs | p. 129 |
Making Sure Your Leaders Lead | p. 130 |
Ready, Willing, and Able | p. 132 |
The Three Components of Capability | p. 133 |
The Cost of Un-Capability | p. 135 |
Strengthening Mission Capability | p. 136 |
From Good to Best | p. 139 |
What Gets Measured Gets Done | p. 140 |
Too Much Data, Too Little Information | p. 142 |
Picking the Right Performance Metrics | p. 144 |
Developing a Metric System You Will Use | p. 145 |
Keep Your Goal in Sight | p. 150 |
Managing Change | p. 152 |
Performance-Oriented Deployment | |
Introduction to Part IV | p. 156 |
Making the Future a Reality | p. 157 |
The Good, the Bad, and the Missing | p. 159 |
Approach Matters as Much as Output | p. 160 |
Performance-Oriented Strategic Planning | p. 170 |
Using a Strategic Plan to Manage Your Organization | p. 171 |
Making Progress Where It Matters | p. 173 |
Scenario Analysis | p. 174 |
Scenario Analysis in a Nutshell | p. 176 |
Four Steps of Scenario Analysis | p. 177 |
The Case for Scenario Analysis | p. 179 |
Next-Generation Deployment Strategies | p. 182 |
Assessment-Enhanced Traditional Path | p. 185 |
Issue-Based Deployment | p. 187 |
Technology Value Realization | p. 187 |
Rapid Path to Results | p. 189 |
Speed with Results | p. 192 |
Notes | p. 193 |
Index | p. 195 |
About Us | p. 199 |
Table of Contents provided by Ingram. All Rights Reserved. |
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The Used, Rental and eBook copies of this book are not guaranteed to include any supplemental materials. Typically, only the book itself is included. This is true even if the title states it includes any access cards, study guides, lab manuals, CDs, etc.