The Resource Effective strategy execution : improving performance with business intelligence, Bernd Heesen

Effective strategy execution : improving performance with business intelligence, Bernd Heesen

Label
Effective strategy execution : improving performance with business intelligence
Title
Effective strategy execution
Title remainder
improving performance with business intelligence
Statement of responsibility
Bernd Heesen
Creator
Author
Subject
Genre
Language
eng
Summary
Annotation
Member of
Cataloging source
GW5XE
http://library.link/vocab/creatorName
Heesen, Bernd
Dewey number
658.4/012
Illustrations
illustrations
Index
index present
LC call number
HD38.7
LC item number
.H44 2016eb
Literary form
non fiction
Nature of contents
  • dictionaries
  • bibliography
Series statement
Management for professionals
http://library.link/vocab/subjectName
  • Business intelligence
  • Strategic planning
  • BUSINESS & ECONOMICS
  • BUSINESS & ECONOMICS
  • BUSINESS & ECONOMICS
  • BUSINESS & ECONOMICS
  • Business intelligence
  • Strategic planning
  • Business and Management
  • Operation Research/Decision Theory
  • Management
  • IT in Business
  • Information Systems Applications (incl. Internet)
Summary expansion
This volume demonstrates how an improved strategic management approach, leveraging established management concepts in conjunction with the innovative technology solutions offered by business intelligence, can lead to better performance. It presents the three main barriers to effective strategy execution and explains how they can be overcome
Label
Effective strategy execution : improving performance with business intelligence, Bernd Heesen
Link
https://ezproxy.lib.ou.edu/login?url=http://link.springer.com/10.1007/978-3-662-47923-0
Instantiates
Publication
Copyright
Antecedent source
unknown
Bibliography note
Includes bibliographical references and index
Carrier category
online resource
Carrier category code
cr
Carrier MARC source
rdacarrier
Color
multicolored
Content category
text
Content type code
txt
Content type MARC source
rdacontent
Contents
  • Preface; Acknowledgments; Contents; 1: Management Challenges in Dynamic Business Environments; 1.1 Increased Complexity; 1.2 Timely Decision and Execution; 1.3 The Challenges with Strategy Execution; 1.3.1 Strategy Execution Effectiveness Survey Results; 1.3.2 Strategy Barrier; 1.3.3 Management Barrier; 1.3.4 IT Barrier; 2: The Strategic Alignment Process; 2.1 World of Strategic Business Intelligence; 2.1.1 Business Perspective; 2.1.2 IT Perspective; 2.2 New Tools and Philosophies for Managers; 2.2.1 Business Intelligence; 2.2.2 Management by Objectives 2.0
  • 2.2.3 Strategic Alignment Remote Control3: Preparation for Strategy Execution; 3.1 Strategy Formulation; 3.1.1 Functions and Attributes of Strategy; 3.1.2 Coordination and Alignment; 3.1.3 Emergent Strategies; 3.2 Definition of KPIs; 3.2.1 The Value Scorecard; 3.2.2 Use of KPIs for Strategy Execution; 3.2.2.1 Leading and Lagging KPIs; 3.2.2.2 Diagnostic KPIs; 3.2.3 Effective Use of KPIs; 3.3 Tracking KPIs and the Need for Business Intelligence; 3.3.1 Value of Information; 3.3.2 Business Intelligence; 4: Strategy Execution; 4.1 Analyze; 4.1.1 Past Analytics for Continuous Learning
  • 4.1.2 Current Analytics for Strategy Alignment4.1.3 Future Analytics for Strategy Creation; 4.2 Decide; 4.3 Act; 5: Outlook; 5.1 Innovation Adoption; 5.1.1 Business Intelligence Maturity; 5.1.2 Business Intelligence Return on Investment; 5.2 Limitations to Analytics; 5.3 Performance Culture; 5.4 What Next?; 6: Case Studies; 6.1 Tetra Pakś Journey to Business Intelligence Maturity; 6.1.1 Introduction; 6.1.2 BI Maturity Model; 6.1.3 Tetra Pak; 6.1.4 Conclusion; 6.2 Improvement in After Sales Support via Remote-Service at Daimler AG; 6.2.1 Introduction; 6.2.2 The After Sales Division at Daimler
  • 6.2.3 Measuring the Improvement of the Customer Experience6.2.4 Enabling a Solution for the After-Sales Support via Remote-Service; 6.2.5 The Service Process; 6.2.6 Productivity Improvements via Remote-Services; 6.2.7 Conclusion; 6.3 Implementing a Balanced Scorecard to Improve the Performance of Public Administration: The Case of the City Aix Les Bains ... ; 6.3.1 Introduction; 6.3.2 The Implementation Approach; 6.3.3 The Use of the Balanced Scorecard to Define and Execute the Social Cohesion Policy in Aix-les-Bains
  • 6.3.4 Strategy Map of Social Cohesion Including the Five Pillars of Excellence6.3.5 Results; 6.3.6 Summary; 6.4 Improving Strategic Alignment with CRM and Analytics at Würth: Excellence in Sales; 6.4.1 Introduction; 6.4.2 Würth Company Profile; 6.4.3 Market Environment and Business Strategy; 6.4.4 Objectives of the CRM Initiative; 6.4.5 CRM for Sales Force, Sales Service and Telesales; 6.4.6 Centralized View upon Customer Information; 6.4.7 Enhancement of Field Force Efficiency and Customer Service; 6.4.8 Automatic Creation of Call Lists for Telesales; 6.4.9 Effective Reporting of All Data
Dimensions
unknown
Edition
Second edition.
Extent
1 online resource (xvi, 236 pages)
File format
unknown
Form of item
online
Isbn
9783662479230
Level of compression
unknown
Media category
computer
Media MARC source
rdamedia
Media type code
c
Note
SpringerLink
Other control number
10.1007/978-3-662-47923-0
Other physical details
illustrations.
Quality assurance targets
not applicable
Reformatting quality
unknown
Sound
unknown sound
Specific material designation
remote
System control number
  • (OCoLC)920470044
  • (OCoLC)ocn920470044
Label
Effective strategy execution : improving performance with business intelligence, Bernd Heesen
Link
https://ezproxy.lib.ou.edu/login?url=http://link.springer.com/10.1007/978-3-662-47923-0
Publication
Copyright
Antecedent source
unknown
Bibliography note
Includes bibliographical references and index
Carrier category
online resource
Carrier category code
cr
Carrier MARC source
rdacarrier
Color
multicolored
Content category
text
Content type code
txt
Content type MARC source
rdacontent
Contents
  • Preface; Acknowledgments; Contents; 1: Management Challenges in Dynamic Business Environments; 1.1 Increased Complexity; 1.2 Timely Decision and Execution; 1.3 The Challenges with Strategy Execution; 1.3.1 Strategy Execution Effectiveness Survey Results; 1.3.2 Strategy Barrier; 1.3.3 Management Barrier; 1.3.4 IT Barrier; 2: The Strategic Alignment Process; 2.1 World of Strategic Business Intelligence; 2.1.1 Business Perspective; 2.1.2 IT Perspective; 2.2 New Tools and Philosophies for Managers; 2.2.1 Business Intelligence; 2.2.2 Management by Objectives 2.0
  • 2.2.3 Strategic Alignment Remote Control3: Preparation for Strategy Execution; 3.1 Strategy Formulation; 3.1.1 Functions and Attributes of Strategy; 3.1.2 Coordination and Alignment; 3.1.3 Emergent Strategies; 3.2 Definition of KPIs; 3.2.1 The Value Scorecard; 3.2.2 Use of KPIs for Strategy Execution; 3.2.2.1 Leading and Lagging KPIs; 3.2.2.2 Diagnostic KPIs; 3.2.3 Effective Use of KPIs; 3.3 Tracking KPIs and the Need for Business Intelligence; 3.3.1 Value of Information; 3.3.2 Business Intelligence; 4: Strategy Execution; 4.1 Analyze; 4.1.1 Past Analytics for Continuous Learning
  • 4.1.2 Current Analytics for Strategy Alignment4.1.3 Future Analytics for Strategy Creation; 4.2 Decide; 4.3 Act; 5: Outlook; 5.1 Innovation Adoption; 5.1.1 Business Intelligence Maturity; 5.1.2 Business Intelligence Return on Investment; 5.2 Limitations to Analytics; 5.3 Performance Culture; 5.4 What Next?; 6: Case Studies; 6.1 Tetra Pakś Journey to Business Intelligence Maturity; 6.1.1 Introduction; 6.1.2 BI Maturity Model; 6.1.3 Tetra Pak; 6.1.4 Conclusion; 6.2 Improvement in After Sales Support via Remote-Service at Daimler AG; 6.2.1 Introduction; 6.2.2 The After Sales Division at Daimler
  • 6.2.3 Measuring the Improvement of the Customer Experience6.2.4 Enabling a Solution for the After-Sales Support via Remote-Service; 6.2.5 The Service Process; 6.2.6 Productivity Improvements via Remote-Services; 6.2.7 Conclusion; 6.3 Implementing a Balanced Scorecard to Improve the Performance of Public Administration: The Case of the City Aix Les Bains ... ; 6.3.1 Introduction; 6.3.2 The Implementation Approach; 6.3.3 The Use of the Balanced Scorecard to Define and Execute the Social Cohesion Policy in Aix-les-Bains
  • 6.3.4 Strategy Map of Social Cohesion Including the Five Pillars of Excellence6.3.5 Results; 6.3.6 Summary; 6.4 Improving Strategic Alignment with CRM and Analytics at Würth: Excellence in Sales; 6.4.1 Introduction; 6.4.2 Würth Company Profile; 6.4.3 Market Environment and Business Strategy; 6.4.4 Objectives of the CRM Initiative; 6.4.5 CRM for Sales Force, Sales Service and Telesales; 6.4.6 Centralized View upon Customer Information; 6.4.7 Enhancement of Field Force Efficiency and Customer Service; 6.4.8 Automatic Creation of Call Lists for Telesales; 6.4.9 Effective Reporting of All Data
Dimensions
unknown
Edition
Second edition.
Extent
1 online resource (xvi, 236 pages)
File format
unknown
Form of item
online
Isbn
9783662479230
Level of compression
unknown
Media category
computer
Media MARC source
rdamedia
Media type code
c
Note
SpringerLink
Other control number
10.1007/978-3-662-47923-0
Other physical details
illustrations.
Quality assurance targets
not applicable
Reformatting quality
unknown
Sound
unknown sound
Specific material designation
remote
System control number
  • (OCoLC)920470044
  • (OCoLC)ocn920470044

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