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