13,45 €
inkl. MwSt.
Versandfertig in über 4 Wochen
7 °P sammeln
Andere Kunden interessierten sich auch für
![The Financial Times Guide to Strategy]( "The Financial Times Guide to Strategy")
The Financial Times Guide to Strategy40,45 €![Execution Is the Strategy: How Leaders Achieve Maximum Results in Minimum Time]( "Execution Is the Strategy: How Leaders Achieve Maximum Results in Minimum Time")
Execution Is the Strategy: How Leaders Achieve Maximum Results in Minimum Time30,45 €![The Founder's Mentality]( "The Founder's Mentality")
The Founder's Mentality43,45 €![The Execution Premium: Linking Strategy to Operations for Competitive Advantage]( "The Execution Premium: Linking Strategy to Operations for Competitive Advantage")
The Execution Premium: Linking Strategy to Operations for Competitive Advantage44,45 €![Answering the Ultimate Question]( "Answering the Ultimate Question")
Answering the Ultimate Question13,45 €![The Lords of Strategy: The Secret Intellectual History of the New Corporate World]( "The Lords of Strategy: The Secret Intellectual History of the New Corporate World")
The Lords of Strategy: The Secret Intellectual History of the New Corporate World18,45 €![Supercharged Supply Chains]( "Supercharged Supply Chains")
Supercharged Supply Chains44,45 €
Strategy-to-performance gaps foster a culture of under-performance. Unrealistic plans create the expectation throughout the organisation that plans simply will not be fulfilled. This book shows how to overcome such failings and implement strategy effectively. Common failings include: Companies rarely track their performance against long-term plans--less than 15% of companies make it a regular practice to go back and compare the business' results with the performance forecast for each business unit in its prior years' strategic results. Results rarely meet projections--when companies do track performance, it rarely matches the prior years' projection. The consequence is year-after-year of under-performance relative to the original plan. A lot of value is lost in translation--a combination of poor communications, misapplied resources, limited accountability and lack of information creates an in-built strategy-to-performance gap.