000 04454cam a22004574a 4500
001 2003057984
003 DLC
005 20240430144221.0
008 050916s2004 ctua b 001 0 eng
010 _a 2003057984
020 _a1567205631 :
_c39.95
040 _aDLC
_cDLC
_dDLC
042 _apcc
050 0 0 _aHD30.28
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069 _a03674630
090 _aHD 30.28 .B545 2004
090 _aHD 30.28 .B545 2004
100 1 _aBigler, William Randolph,
_d1950-
_9162312
245 1 4 _aThe new science of strategy execution :
_bhow established firms become fast, sleek wealth creators /
_cWilliam R. Bigler, Jr. with Marilyn Norris.
260 _aWestport, CT :
_bPraeger,
_c2004.
300 _axix, 192 p. :
_bill. ;
_c24 cm.
504 _aIncludes bibliographical references (p.[183]-188) and index.
505 0 _aThe New Science of Strategy Execution -- How Established Firms Become Fast, Sleek Wealth Creators -- Strategy Development Has Changed Forever -- An Overview of the New Science of Strategy Execution -- Symptoms of Organizational Dysfunction -- The Foundations of the New Science of Strategy Execution -- Market Rhythms -- Executive Process Cycle Time -- A Portfolio of Initiatives -- New Measures for Executive Efficiency, Productivity, and Effectiveness -- Market Rhythms and the 10 S's of the New Economy -- Measuring Market Rhythm -- The 10 S's of the New Economy -- The Five Key Aspects of the New Science -- Initiative Management for Growth and Innovation -- Initiative Management Defined -- Dysfunctional Initiative Management: A Case Study -- Initiative Management: A Better Way -- The Initiative Management Process -- Monitoring the Status of an Initiative -- Contention Management and Executive Activism -- The Benefits of Initiative Management -- Aligning Processes with Market Rhythms -- Defining Executive Processes -- Aligning and Linking Executive, Operating, and Support Processes -- Becoming PALS with Market Rhythms -- The Journey to Growth and Continuous Improvement -- The Seven Stages of Growth and Continuous Improvement -- The Importance of Integrity and Magnanimity -- The Benefits of Using the Seven Stage Roadmap -- The Dynamic Laws of Competition and Timing of Competitive Thrusts -- Assessing the Business Environment -- Four Types of Competitive Thrusts -- Timing Competitive Thrusts -- Do Firms Have a Choice? -- The Laws of Ripple Effects and Change -- Managing Ripple Effects -- The Eleven Modules of Business Performance -- Using the Model to Map Change -- World-Class Strategy Execution: A Summary Case Study -- Program Management and Measurement -- Putting It All Together to Drive Market Value -- High Performance Teams Defined -- Three Tiers of High Performance Teams -- Measuring Progress: The Real Catalyst for Change -- Single and Double Loop Learning -- The New Science and Product Line Innovation -- The Product Line Innovation Process -- A Look Back and a Look Ahead -- A Typical Range of Performance Improvement -- Compensation, Leadership, and Change Management in The New Science -- A Look to the Future -- Customer Research Approach to Estimating Buying Cycles and Market Rhythms -- Managing Ripple Effects by Assessing the Eleven Modules of Business Performance -- Using the Eleven Modules of Business Performance for Dynamic Strategic Planning and Execution: A Case Study -- A Mini-Diagnostic Survey: Assessing Your Company's Track Record in Initiative Management and Innovation and Growth Strategies.
650 0 _aStrategic planning.
_9162313
650 0 _aExecutive ability.
_9162314
650 0 _aOrganizational change.
_9162315
650 0 _aOrganizational effectiveness.
_9162316
650 0 _aTechnological innovations.
_9162317
650 0 _aCorporate profits.
_9162318
650 0 _aCorporations
_xFinance.
_9162319
700 1 _aNorris, Marilyn.
_948906
852 _9p39.95
_y04-30-2005
907 _a18322
_b08-12-10
_c08-06-10
942 _cBOOK
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_da
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905 _aWilliam R. Bigler, Jr., is President and Founder of S10 Technologies and the Strategy Execution Institute
905 _aMarilyn Norris is Founder and Principal of 21st Century Resources
935 _aPO18324%5FAPRIL
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