| |
| |
| Prologue: The Third Lever | |
| |
| |
| Putting the Challenge in Context | |
| |
| |
| What's in This Book | |
| |
| |
| Meeting the Challenge | |
| |
| |
| |
| Building the Anatomy for High Performance | |
| |
| |
| |
| Operational Excellence | |
| |
| |
| |
| Agility | |
| |
| |
| |
| Workforce and Culture | |
| |
| |
| Finding the Leverage Points | |
| |
| |
| |
| Leading the Way to Operational Excellence | |
| |
| |
| Introduction to Part I | |
| |
| |
| |
| Do You Know Who Your Customers Are? | |
| |
| |
| Differentiating Customers from Stakeholders | |
| |
| |
| The Price of Not Focusing on Customers | |
| |
| |
| Identifying Customers and Their Needs | |
| |
| |
| Aligning Your Organization to Customers | |
| |
| |
| |
| Aligning Outputs to Desired Outcomes | |
| |
| |
| Keeping the Links | |
| |
| |
| |
| Why Do an Enterprise Analysis? | |
| |
| |
| Prime Value Chain: A Powerful Picture of an Enterprise | |
| |
| |
| Enterprise Analysis Case 1: Joint Munitions Command | |
| |
| |
| How to Do a PVC Analysis | |
| |
| |
| Enterprise Analysis Case 2: Common Ground | |
| |
| |
| Top Challenges in Enterprise Analysis | |
| |
| |
| Worth the Effort | |
| |
| |
| |
| Creating an Action Road Map | |
| |
| |
| Picking Up the Strategy-Execution Link | |
| |
| |
| |
| Developing a Balanced Portfolio | |
| |
| |
| |
| Execution Management and Governance | |
| |
| |
| Keep Your Eye on the Prize | |
| |
| |
| |
| Agility: Responsiveness and Innovation | |
| |
| |
| Introduction to Part II | |
| |
| |
| |
| Understanding Agility in the Public Sector | |
| |
| |
| Short-Term Agility | |
| |
| |
| Long-Term Agility | |
| |
| |
| Agility and Mission Resilience | |
| |
| |
| Beginning the Agility Journey | |
| |
| |
| |
| Knowing What's Coming Before It Happens | |
| |
| |
| Anticipate the Future with Leading Indicators | |
| |
| |
| Develop Your Own Leading Indicators | |
| |
| |
| Use Multiple Indicators | |
| |
| |
| Metrics Must Trigger Action | |
| |
| |
| Long-Term Agility | |
| |
| |
| Leading Indicators in a Mature Organization | |
| |
| |
| Forward-Thinking, Forward-Sensing | |
| |
| |
| |
| The Innovation Imperative | |
| |
| |
| Understanding Innovation | |
| |
| |
| Challenges of Innovation in the Public Sector | |
| |
| |
| Building a Robust Innovation Engine | |
| |
| |
| The Innovation Process | |
| |
| |
| Management Capability for Innovation | |
| |
| |
| Making Innovation a Reality | |
| |
| |
| |
| The Need for Disruptive Innovation | |
| |
| |
| What Makes an Innovation �Disruptive� | |
| |
| |
| How to Succeed with Disruptive Innovation | |
| |
| |
| Become a Disruptive Innovator | |
| |
| |
| |
| Culture and Workforce | |
| |
| |
| Introduction to Part III | |
| |
| |
| |
| Leadership to Galvanize Your Workforce | |
| |
| |
| Change Requires Leadership, Not Just Management | |
| |
| |
| What Performance-Oriented Leaders Think and Do | |
| |
| |
| Eight Lessons from Public Sector Leaders | |
| |
| |
| Determining Leadership Development Needs | |
| |
| |
| Making Sure Your Leaders Lead | |
| |
| |
| |
| Ready, Willing, and Able | |
| |
| |
| The Three Components of Capability | |
| |
| |
| The Cost of Un-Capability | |
| |
| |
| Strengthening Mission Capability | |
| |
| |
| From Good to Best | |
| |
| |
| |
| What Gets Measured Gets Done | |
| |
| |
| Too Much Data, Too Little Information | |
| |
| |
| Picking the Right Performance Metrics | |
| |
| |
| Developing a Metric System You Will Use | |
| |
| |
| Keep Your Goal in Sight | |
| |
| |
| |
| Managing Change | |
| |
| |
| |
| Performance-Oriented Deployment | |
| |
| |
| Introduction to Part IV | |
| |
| |
| |
| Making the Future a Reality | |
| |
| |
| The Good, the Bad, and the Missing | |
| |
| |
| Approach Matters as Much as Output | |
| |
| |
| Performance-Oriented Strategic Planning | |
| |
| |
| Using a Strategic Plan to Manage Your Organization | |
| |
| |
| Making Progress Where It Matters | |
| |
| |
| |
| Scenario Analysis | |
| |
| |
| Scenario Analysis in a Nutshell | |
| |
| |
| Four Steps of Scenario Analysis | |
| |
| |
| The Case for Scenario Analysis | |
| |
| |
| |
| Next-Generation Deployment Strategies | |
| |
| |
| |
| Assessment-Enhanced Traditional Path | |
| |
| |
| |
| Issue-Based Deployment | |
| |
| |
| |
| Technology Value Realization | |
| |
| |
| |
| Rapid Path to Results | |
| |
| |
| Speed with Results | |
| |
| |
| Notes | |
| |
| |
| Index | |
| |
| |
| About Us | |