: Business Process Management and the Balanced Scorecard : Focusing Processes on Strategic Drivers Review

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: Business Process Management and the Balanced Scorecard : Focusing Processes on Strategic Drivers ReviewRalph Smith says that his intention in writing this book as to "provide some common sense thoughts and implementation tips for process management and the balanced scorecard". He has done this, and done it very well. This book is packed with good practical suggestions about how to efficiently and effectively populate a Strategy Map. The link between process and strategy, ie between Business Process Management and the Balanced Scorecard (and Strategy Map), is also well made. In my own consulting work I have found that Strategy Maps can be an important key to process-based management. The Process perspective of the Strategy Map can be a portal into the processes of an organisation - both figuratively and, given the right modelling tool, literally. I would have liked to see more about how to first determine what are the core and supporting processes of an organisation; building a high level process model is a necessary step before you begin to analyse the processes. Smith's focus on the near forensic understanding of the context of a process is important and useful analysis techniques are described. Too often we leap in to modify (improve?) processes without knowing anything like enough about them. If you have an interest in finding out more about getting organisations to engage with process-based management, you need to read this book.: Business Process Management and the Balanced Scorecard : Focusing Processes on Strategic Drivers Overview

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Avoiding Disaster: How to Keep Your Business Going When Catastrophe Strikes Review

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Avoiding Disaster: How to Keep Your Business Going When Catastrophe Strikes ReviewAs an instructor in the emergency management field, I found this book to be concise and on-target with respect to preparing for, responding to, and recovering from disasters...both public and private. Mr. Laye's ability to convey the reason and methods of preparedness and response is apparently based on experience and in-depth research. Well outlined and a must for any manager concerned with business survival following virtually any disaster.Avoiding Disaster: How to Keep Your Business Going When Catastrophe Strikes Overview

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Managing the Unexpected: Assuring High Performance in an Age of Complexity Review

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Managing the Unexpected: Assuring High Performance in an Age of Complexity ReviewI have read and enjoyed several of Weick's books and articles on organizational performance. For the most part, they were difficult, but insightful works on how people in organizations behave. But it was not easy to translate the insights I gleaned from Weick's work into tools and strategies to improve the performance of the organization which employs me (a small hospital).
In Managing the Unexpected, Weick and coauthor Sutcliffe have written a short book that summarizes the insights gained from studying high reliability organizations (HROs) and details "doable" strategies to enable other organizations to improve their own reliability. The book's use of several case studies, detailing of key strategies and techniques, and chapter summaries make it a quick and interesting read. What is most valuable, though, is that a person working in an HRO, or an organization that should aspire to such a status, can immediately take the techniques and strategies detailed in the book and start to use them to improve the organization's performance and reliability.
Despite the fact that this book offers concrete strategies to improve organizational performance, it admits right from the start that successful HROs are extremely complex organizations. The authors allow the reader to appreciate that the success of these organizations in delivering quality products and services under often adverse circumstances is due to cadres of employees with diverse perspectives, skills, and expertise, that respect the complexity of the organization, and are willing to allow important decisions to be made by the individuals with the greatest understanding of the current situation.
Thus, although Managing the Unexpected provides concrete tools and strategies for improving organizational performance, it also emphasizes the importance of mindfulness for employees working in HROs, or organizations endeavoring to such status. Mindfulness includes working constantly to be aware of the complexity of the organization, its environment, and that our expectations and plans for the future may be erroneous. This emphasis on mindfulness and disciplined awareness makes the reader aware that although the tools and strategies presented by the authors may seem simple, to be effective they must be used by individuals who have worked diligently to understand their organization, its employees, and the organization's environment.
Managing the Unexpected is a welcome book for those of us who have always marveled at the success of our organizations in delivering quality goods and services in chaotic environments. It is not a quick fix that will send you to organizational nirvana with mindless platitudes. No, it is more like an organizational Leatherman that you keep on your belt at all times with the understanding that successful complex organizations are always needing to be fine tuned with a wide variety of skills, tools, and awareness.Managing the Unexpected: Assuring High Performance in an Age of Complexity Overview

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Change Without Pain: How Managers Can Overcome Initiative Overload, Organizational Chaos, and Employee Burnout Review

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Change Without Pain: How Managers Can Overcome Initiative Overload, Organizational Chaos, and Employee Burnout ReviewThere was nothing slanderous about most of the posts. The school forced students to remove their post by threatening to kick them out of school and leaned on Amazon to remove the remaining. While there are many tremendous professors at Columbia, Eric Abrahamson is not one of them. I have only read part of the book but had this man as a professor and have to say he lacks the work experience necessary to teach future corporate leaders in a real world context. For a better idea on the strength of the professors at Columbia Business School I recommend reading books by Kathryn Harrigan, Joe Stiglitz, Bruce Greenwald, and Frederic Mishkin. FYI, Amazon did not allow me the option of giving zero stars.Change Without Pain: How Managers Can Overcome Initiative Overload, Organizational Chaos, and Employee Burnout Overview

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Managing the Unexpected: Resilient Performance in an Age of Uncertainty Review

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Managing the Unexpected: Resilient Performance in an Age of Uncertainty ReviewThis second edition - an update of the 2001 book that introduced us to the 'mindful' organization - is a timely and well-done re-write that furthers the authors' contention that mindfulness is at the core of a learning organization. By substituting a failed preemptive burn incident, (the 2000 Cerro Grande wildland fire that caused $1 billion of damage to Los Alamos), for the 1st edition's Union Pacific/Southern Pacific merger debacle as the central example of their 5 principles of mindfulness, the reader is able to feel the flames of the unexpected leap beyond the control lines of the HRO (High Reliability Organizations) environment. This wind-fed fire metaphor gives life to the uncontrollable nature of today's business environment and every business's need for a mindful response to the unexpected. Managing only for the expected will not provide containment when the winds of change blow into your marketplace. From the authors' perspective, the appropriate response is the creation of an infrastructure to provide the 5 principles of mindfulness.
1.Preoccupation with failure - treating any failure (often small ones) as a symptom that something is wrong with the system, a mindful organization is continually updating its understanding.
2.Reluctance to simplify interpretations - ensuring a more complete and nuanced picture, simplifying less and seeing more.
3.Sensitivity to operations - paying attention to relationships at the front line, where the work gets done.
4.Commitment to resilience - maintaining a deep knowledge of the technology, the system, one's coworkers, and one's self as avenues for improvising and keeping the system functioning.
5.Deference to expertise - cultivating diversity to do more with complexities, mindful organizations push decisions down to the people with the most expertise, not the most rank or even seniority. This deference moves issues around/across the system, migrating problems to someone with the knowledge and capabilities to address them.
I found the book interesting and instructive the first time around, and I was even more impressed with this 2nd edition. Professor's Weick and Sutcliffe make good use of examples to demonstrate their conclusions and to bring the principles to life. The book is thought provoking and instructive; providing yet another perspective on how to manage performance in the face of today's rapidly flattening landscape.
Dennis DeWilde, author of
"The Performance Connection"
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The Hamster Revolution for Meetings: How to Meet Less and Get More Done (Bk Business) Review

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The Hamster Revolution for Meetings: How to Meet Less and Get More Done (Bk Business) ReviewI love this book. As with the first Hamster Revolution, the team's second book, The Hamster Revolution for Meetings: How to Meet Less and Get More Done (Bk Business) is about improving productivity in meaningful and MEASUREABLE ways. It lays out a method that is sure to make a difference in how you get things done!
It is also lots of fun to read!!!The Hamster Revolution for Meetings: How to Meet Less and Get More Done (Bk Business) Overview

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