Produktbild: Unlocking Business Agility with Evidence-Based Management: Satisfy Customers and Improve Organizational Effectiveness

Unlocking Business Agility with Evidence-Based Management: Satisfy Customers and Improve Organizational Effectiveness

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Beschreibung

Produktdetails

Einband

Taschenbuch

Erscheinungsdatum

10.02.2024

Verlag

Pearson

Seitenzahl

224

Maße (L/B/H)

23,5/17,8/1,2 cm

Gewicht

402 g

Auflage

1

Sprache

Englisch

ISBN

978-0-13-824457-6

Beschreibung

Produktdetails

Einband

Taschenbuch

Erscheinungsdatum

10.02.2024

Verlag

Pearson

Seitenzahl

224

Maße (L/B/H)

23,5/17,8/1,2 cm

Gewicht

402 g

Auflage

1

Sprache

Englisch

ISBN

978-0-13-824457-6

Herstelleradresse


Email: info@bod.de

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  • Produktbild: Unlocking Business Agility with Evidence-Based Management: Satisfy Customers and Improve Organizational Effectiveness
  • Foreword by Ken Schwaber      xi

    Foreword by Dave West      xv

    Preface      xix

    Introduction      xxvii

     

    Chapter 1: Finding Purpose      1

    Rediscovering Purpose      3

         Goals      4

         How Goals and Measures Influence Behaviors      7

    How to Rediscover Purpose      10

    Closing Satisfaction Gaps Creates Value      11

         Customer-Focused Goals Enable Autonomy and Purpose      14

    Improving Strategic Goals      17

         Ask Why? to Uncover the Real Objective      17

         Refocus Internal Goals on What Customers Need to Experience      19

         Think About How You Will Measure Progress Toward Your Vision      20

    What to Watch For      21

    Moving Forward      22

     

    Chapter 2: Using Empiricism to Progress Toward Goals      23

    Understanding Value      25

    Progressing Toward Goals in a Series of Small Steps      27

         Taking Small Steps Toward Goals      29

    Steering Toward Goals      32

         Adapting Goals      34

         Adapting Tactics      36

    The Real Purpose of Goals Is to Foster Conversations      36

    Losing the Plot and Finding It Again      37

    What to Watch For      38

    Moving Forward      39

     

    Chapter 3: Becoming (More) Effective      41

    Value Is Essential, but Frequency Matters Too      42

         It Is Not Delivery Speed That Is Important; It Is Feedback Speed      44

         While Focusing on Speed, Do Not Lose Sight of Value      45

    Speed Is Not Enough; Teams Must Also Be Effective      46

    Too Many Things at Once      48

    Where Should Teams Start?      50

    Beware the Efficiency Trap      51

    Balancing Speed and Effectiveness      52

    Cutting Corners: Sometimes Necessary, Sometimes Fatal      53

    What to Watch For      55

    Moving Forward      56

     

    Chapter 4: Managing and Overcoming Expectations      59

    People Who Largely Seek to Validate Expectations Are Often Disappointed      60

    Transforming Bad News into Just News     61

         Letting Go of Expectations      64

         Expectations Can Be Stubbornly Held      65

    Replacing Meeting Expectations with Seeking Goals      68

    Stakeholders and Transparency      69

    How to Define and Categorize Stakeholders      70

    Escaping the Echo Chamber      73

    Diverse Perspectives Counter Groupthink      76

    What to Watch For      77

    Moving Forward      78

     

    Chapter 5: Separating the Signal from the Noise      81

    Identifying Signals      82

    Interpreting Evidence from Signals      84

    Dampening the Noise      85

    Bias Creates Noise      88

    The Customer Is Not Always Right      90

    Objectifying Narratives      92

    Getting Unstuck      94

    Making Decisions      96

    What to Watch For      97

    Moving Forward      98

     

    Chapter 6: Applying EBM at the Product Level      99

    Mind the (Satisfaction) Gap      100

    When You Find Yourself in a Hole, Stop Digging      101

    Not All Ideas Are Valuable      103

    Replacing False Certainty with Experimentation      104

         Using Strategic Goal Mapping to Form Experiments      106

         Products Are Vehicles for Running Experiments About Value      108

    Sometimes Teams Lose the Thread and Need a Reminder      110

    Running Experiments and Measuring Results      111

         Inspecting Results and Adapting Next Steps      114

    Customer Experience Is Not Always About More Features      117

    Sometimes You Must Say No      120

    What to Watch For      121

    Moving Forward      122

     

    Chapter 7: Applying EBM at the Portfolio Level      123

    Maximizing Output Does Not Maximize Value      124

         The Problems Start with Misfocused Goals      126

         Revenue and Profit Are Important, But They Are Poor Goals      127

    Reconnecting Investments with Customer Outcomes      128

         You Can't Have It All at Once      129

         How to Measure Outcomes      130

         You Do Not Know What You Do Not Know      131

    How to Choose Between Bets      132

         Make Small Bets      133

         Kill Bad Ideas as Quickly as Possible      135

         Propose Experiments      138

         Evaluate Proposals      139

         Make Sure All the Cards Are on the Table      140

         Keep Teams Intact, and Bring Them Work      140

         Separating Budgeting from Funding      141

         Run Experiments      141

         Evaluate Progress Toward Goals      141

    What to Watch For      144

    Moving Forward      145

     

    Chapter 8: Applying EBM at the Organizational Level      147

    Why Change Efforts Fail      148

    To Initiate Change, Give People a Why      149

    Assess Where the Organization Is Today      150

         Empowerment Takes Trust, Transparency, and Time      152

         Benefits of Empowering Teams      153

         Measuring Empowerment      154

         Growing Empowerment      155

    Inverting the Organization to Support Empowerment      156

         Reducing Context Switching      157

         Growing Self-Sufficient Teams      158

         Aligning Supporting Departments      160

    Setting and Adapting Goals      163

         Most Goals Canand ShouldChange      163

    What to Watch For      164

    Moving Forward      165

     

    Index      167