Transforming the Bottom Line: Managing Performance With the Real Numbers
Editorial Reviews
Book Description
Transforming the Bottom Line presents an agenda for organizational transformation achieved by focusing on seven key imperatives: cutting the workload, not the workforce; managing performance by measuring value-adding work; developing a horizontal team-based organization; aligning performance measures with strategy; selling profitable products and services; finding and retaining profitable customers; and implementing a horizontal information system. By distilling the work of such scholars as C.K. Prahalad, Gary Hamel, and Jeffrey Pfeffer, the book provides managers with a useful synthesis of these important and cutting-edge ideas. In addition, the authors contribute a model of a horizontal information system that provides managers with the real numbers. Arguing that better management information, more relevant performance measures, and more thoughtful reward systems can change management behavior, support strategy, and transform the bottom line, the authors pose a hypothetical case in which this new horizontal information system is enacted.
Book Info
Reveals how to measure the work of an organization and determine whether that work adds value to the customer. DLC: Work groups.
Transforming the Bottom Line: Managing Performance With the Real Numbers,Tony Hope,Jeremy Hope,Harvard Business School Press,0875847463,Accounting - General,Business & Economics,Business / Economics / Finance,Business/Economics,Decision Making & Problem Solving,Employee Participation In Management,Employee participation,Management,Management - General,Participative management,Structural Adjustment,Teams in the workplace,Management & management techniques
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