Effective strategy execution
Subtitle: improving performance with business intelligence
By: Bernd Heesen
Edition: 1st ed.
Series: Management for professionals
Publisher: Springer Berlin; Springer
Published: 2012
Place of publication: Berlin
Language: eng
Number of pages: 240
ISBN-13: 9783642192043; 9783642192050
Subjects: Business intelligence; Strategic planning
Description: Turbulent times create a threat for the survival of organizations while also offering new opportunities. This book uses many examples to demonstrate how an improved strategic management approach, leveraging established management concepts in conjunction with the innovative technology solutions offered by business intelligence, can lead to improved results. The book presents the three main barriers to an effective strategy execution and how they can be overcome. Creating a shared understanding of the strategy on all levels of the organization using a Value ScorecardTM and following the Strategic Alignment ProcessTM enables organizations to measure and monitor performance. The Strategic Alignment Remote ControlTM is presented as the ultimate tool for managers to remain in control of their business. Seven Case Studies from different industries across the globe provide examples how the organizational performance can be improved. They include companies like Daimler, Tetra-Pak, Wurth, Germany's Federal Employment Agency, City of Aix-Les-Bains, and Giesecke & Devrient. Additional examples from organizations like Disney, Marriott, Volkswagen, Avis, FedEx, and Harrahs help to demonstrate how the application of the introduced concepts adds a unique value. Additional details and the free Strategy Execution Effectiveness Survey are available at: www.strategicbusinessintelligence.com.
Notes: Includes bibliographical references and index.
Table of contents: title: Machine generated contents note: 1.Management Challenges in Dynamic Business Environments; title: 1.1.Increased Complexity; title: 1.2.Timely Decision and Execution; title: 1.3.The Challenges with Strategy Execution; title: 1.3.1.Strategy Barrier; title: 1.3.2.Management Barrier; title: 1.3.3.IT Barrier; title: 2.The Strategic Alignment Process; title: 2.1.World of Strategic Business Intelligence; title: 2.1.1.Business Perspective; title: 2.1.2.IT Perspective; title: 2.2.New Tools and Philosophies for Managers; title: 2.2.1.Business Intelligence; title: 2.2.2.Management by Objectives 2.0; title: 2.2.3.Strategic Alignment Remote Control; title: 3.Preparation for Strategy Execution; title: 3.1.Strategy Formulation; title: 3.1.1.Functions and Attributes of Strategy; title: 3.1.2.Coordination and Alignment; title: 3.1.3.Emergent Strategies; title: 3.2.Definition of KPIs; title: 3.2.1.The Value Scorecard; title: 3.2.2.Use of KPIs for Strategy Execution; title: 3.2.3.Effective Use of KPIs; title: 3.3.Tracking KPIs and the Need for Business Intelligence; title: 3.3.1.Value of Information; title: Contents note continued: 3.3.2.Business Intelligence; title: 4.Strategy Execution; title: 4.1.Analyze; title: 4.1.1.Past Analytics for Continuous Learning; title: 4.1.2.Current Analytics for Strategy Alignment; title: 4.1.3.Future Analytics for Strategy Creation; title: 4.2.Decide; title: 4.3.Act; title: 5.Outlook; title: 5.1.Innovation Adoption; title: 5.2.Business Intelligence Maturity; title: 5.2.1.Business Intelligence Return on Investment; title: 5.3.Limitations to Analytics; title: 5.4.Performance Culture; title: 5.5.What Next?; title: 6.Case Studies; title: 6.1.Tetra Pak's journey to Business Intelligence Maturity; title: 6.1.1.Introduction; title: 6.1.2.BI Maturity Model; title: 6.1.3.Tetra Pak; title: 6.1.4.Conclusion; title: 6.2.Improvement in After Sales Support via Remote-Service at Daimler AG; title: 6.2.1.Introduction; title: 6.2.2.The After-Sales division at Daimler; title: 6.2.3.Measuring the Improvement of the Customer Experience; title: 6.2.4.Enabling a Solution for the After-Sales Support via Remote-Service; title: 6.2.5.The Service Process; title: Contents note continued: 6.2.6.Productivity Improvements via Remote-Services; title: 6.2.7.Conclusion; title: 6.3.Implementing a Balanced Scorecard to Improve the Performance of Public Administration: The Case of the City Aix les Bains and Its Social Cohesion Policy; title: 6.3.1.Introduction; title: 6.3.2.The Implementation Approach; title: 6.3.3.The Use of the Balanced Scorecard to Define and Execute the Social Cohesion Policy in Aix-les-Bains; title: 6.3.4.Strategy Map of Social Cohesion Including the Five Pillars of Excellence; title: 6.3.5.Results; title: 6.3.6.Summary; title: 6.4.Improving Strategic Alignment with CRM and Analytics at Wurth: Excellence in Sales; title: 6.4.1.Introduction; title: 6.4.2.Wurth Company Profile; title: 6.4.3.Market Environment and Business Strategy; title: 6.4.4.Objectives of the CRM Initiative; title: 6.4.5.CRM for Sales Force, Sales Service and Telesales; title: 6.4.6.Centralized View Upon Customer Information; title: 6.4.7.Enhancement of Field Force Efficiency and Customer Service; title: Contents note continued: 6.4.8.Automatic Creation of Call Lists for Telesales; title: 6.4.9.Effective Reporting of All Data; title: 6.4.10.Consulting and Implementation Approach; title: 6.4.11.Conclusion and Perspectives; title: 6.5.How Business Intelligence is Leveraged at the Federal Employment Agency of Germany to Increase the Effectiveness of Activities to Prevent and Reduce the Duration of Unemployment; title: 6.5.1.Introduction to the Federal Employment Agency; title: 6.5.2.Use of BI-Tools Within the BA; title: 6.5.3.The Governance Control of the BA; title: 6.5.4.Key Performance Indicators as Parameter to Determine Strategic Direction; title: 6.5.5.Professional Use of BI-Tools; title: 6.5.6.The Data Warehouse; title: 6.5.7.The Architecture of the Data Warehouse; title: 6.5.8.Modeling and Realization of Controlling Indicators; title: 6.5.9.Operation of the Data Warehouse; title: 6.5.10.Availability of Data; title: 6.5.11.Conclusion and Outlook; title: Contents note continued: 6.6.Development of an Operational Reporting Platform at Giesecke & Devrient to Enable Quicker, Better-Informed Decision Making; title: 6.6.1.Introduction; title: 6.6.2.Current Situation and Issues; title: 6.6.3.Business Process Design with Business Use Cases; title: 6.6.4.Reporting Governance; title: 6.6.5.Data Warehouse Structures and Dimensions; title: 6.6.6.Conclusion; title: 6.7.Midwest Bell's Execution of a Hidden Strategy Causing Conflict of Interest and Resistance; title: 6.7.1.Introduction; title: 6.7.2.Promoted Through the Ranks; title: 6.7.3.The Company; title: 6.7.4.January; title: 6.7.5.February; title: 6.7.6.March; title: 6.7.7.April; title: 6.7.8.May; title: 6.7.9.June; title: 6.7.10.July; title: 6.7.11.August; title: 6.7.12.Program Effort Rejuvenated.