Page 312 - Performance Leadership

Index • 301

Railway company case study, 87–90, 97 Self-perception, 14–17, 45–46, 60, 62, 78,
Real-time information, 75–78, 80 164, 244
Reciprocity, in performance networks, external perception vs., 73–74, 157,
228–232, 251–252, 261–263, 271–272 173–174, 285
Regulators, 229–230 self vs., 78
Relationships, 219–246, 278–280. See also Sense-making and control instruments, 139
Added-value relationships; Joint-value Senseo, 12, 214, 223
relationships; Transactional relation- Service level agreements (SLAs), 104–105,
ships 273, 278–279
internal, managing, 269–271 Service pricing, 24
power/dominance in, 223 Service providers, 250–251
Reputation risk, 120, 121 The Seven Habits of Highly Effective People
Responsibility, 10, 11 (Covey), 52, 55–57
environmental, 12, 166, 169, 173, 175, Share of channel wallet, 254
179–188 Shareholders
of performance indicators, owners and, in mission statements, 202–203
1–2 performance networks and, 225
shared, 99, 102, 113, 116 value, 163, 188–189, 206–207, 209
Return on capital employed (ROCE), Shell, 73, 174–175, 236
129–130, 133, 171–172 Six Sigma, 24
Return on equity (ROE), 22 SLAs. See Service level agreements
Revenue Social dimension, 52, 55–56, 59–60, 62–64,
ARPU and, 93–94 135, 161–189
definitions of, 83–86, 97 in business model, 170–179
predicting, 123–124 mission statement and, 191, 210, 211
Reward systems, 47–48, 144–145, 147, of performance network, 219, 244
148–154, 156 for risk management, 168–170
RFM (recency, frequency, monetary value), Social system stabilizers, 139
123 Soft factors, 139
Right first time, 273, 276 Software company case study, 83–86, 97
Right-time information, 78 Southwest Airlines mission statement, 198
Risks Spiritual dimension, 52, 55–56
credit, 121 SR. See Sustainability reporting
financial, 120, 121 Staff, 201
in IT, 111–112, 113–114 Stakeholders, 61, 64
management, 46, 62, 65, 119–134, analysis, of mission statements, 198–203
120–122, 168–170 channel, managing, 248–251
market, 121 external perception of, 16–17
operational, 120, 121 goals and objectives of, 2–3, 48–50
probabilities, 124–125 performance networks and, 228–230,
reputation, 120, 121 247–251, 257–258, 279–280
strategic, 120, 121–122, 125–127, 183 values, 163, 188–189, 196
ROCE. See Return on capital employed Starbucks mission statement, 194–195
ROE. See Return on equity STEP analysis, 11, 281
Role distance, 14–15 Strategic initiatives, 71
Rolling forecasts, 20, 74–75, 75, 115 Strategic risk, 120, 121–122, 125–127, 183
Strategy maps, 29–30, 33, 120, 122–128,
Sarbanes-Oxley Act, 11 131–132
Scenario analysis, 72–74, 80 Suboptimization, 38, 40, 103, 105, 144
SDM. See Sustainable development man- Sunoco mission statement, 202–203
agement Supermarket performance network, 257–266
Self-assessment, with EFQM, 25–26 building, 261–266