Page 311 - Performance Leadership

300 • Index

Operational problems, escalation of major, Performance management methodologies,
70–71 17, 54–55, 63
Operational risk, 120, 121 as closed systems, 120–121
Organizational learning, 31–33, 177 organizational learning and, 31–33
Organizations summary guide to, 20–31
definition of, 2–3 Performance measurement, 9, 17
development of, questions for, 58 Performance networks, 167, 213–246
external vs. internal strategies in, 16 alignment and, 243–245, 269, 279–280
four needs of, 56 building, 251–256
as living organisms, 15, 52–54, 201 information exchange and, 225–227
in mission statements, 201 insurance, 247–256
Ossification, 38, 41 key characteristics of, 224
OTIF (on time, in full), 263 performance indicators and, 228, 231,
Outsourcing, 12, 49, 215, 236, 244 253, 254, 275–276
reciprocity in, 228–232, 251–252,
Partners/suppliers, 203 261–263, 271–272
Pension funds, 178 relationships within, 219–246
Perception stakeholders and, 228–230, 247–251,
alignment and, 14–17, 33, 45–46, 62, 257–258, 279–280
72–74, 78, 86, 135, 156–159, 164, supermarket, 257–266
173–174, 244 telecom, 214, 267–276
external, 14–17, 45–46, 60, 62, 73–74, themes, 221–222
135, 157, 164, 173–174, 244, 285 transparency and, 218, 223, 224–228,
self-, 14–17, 45–46, 60, 62, 72, 73–74, 78, 234–235, 243, 253, 255
135, 157, 164, 173–174, 244, 285 trust in, 219, 220, 224, 234–237, 243,
Performance benchmarks, 20–21 248–249, 251, 264–265
Performance improvement portfolio, 132–133 Performance prism, 228–229, 272
Performance indicators, 279. See also ARPU; Performance/risk maps, 124–128, 131–132
Comfort information; Key performance PEST (Political, Economic, Social, and
indicators Technological) analysis, 11, 281
business domains and, 99–100 P&G. See Proctor & Gamble
in cultures, 146–153 Philanthropy, 164, 167–168, 173–174, 187
EVA, 23 Philips (appliance company), 12, 214, 223
measurement driving behavior and, Physical dimension, 52, 55–56
36–40, 45, 50–51, 144 Point-of-sale (cash register data) analysis,
in operational dimension, 57 259–260
owners and responsibility of, 1–2 Porter, M.E., 166, 167
performance networks and, 228, 231, 253, Power, in relationships, 223
254, 275–276 Pretzel model, 69–70, 72, 75–76, 78
ROE, 22 Private label suppliers, 260–261
strategy maps and, 29–30 Probabilities, 73, 124–125
Performance leadership, 50 Procter & Gamble (P&G) mission
dimensions of, 54–60, 62–64 statement, 209–210
framework, 61–64 Profit margin, 22
website for, 280 Profitability, 24, 47
Performance management, 18–33 Public relations, 16, 62, 64, 168, 170,
bottom-down approach to, 36 173–174, 175
definition of, 9, 17
goals of, 100 Quality problems, 101–102
problems with, 1–3
risk management and, 65, 119–134 Rabobank case study, 186–188
top-down approach to, 9–10, 13, 36, 50, 277 Rack jobbing, 259
unintended consequences of, 37–41 Raiffeisen concept, 186