Log In
Or create an account ->
Imperial Library
Home
About
News
Upload
Forum
Help
Login/SignUp
Index
Praise
Title Page
Copyright Page
Dedication
Table of Figures
Foreword
PREFACE
Acknowledgements
Section 1 - ‘WHY?’
Chapter 1 Part 2 - WHY CHANGE? Everyone knows the trouble I’ve seen
Chapter 1 Part 2 - FORECASTING DISEASE the symptoms and the remedy
SYMPTOM #1
SYMPTOM #2
SYMPTOM #3
SYMPTOM #4
SYMPTOM #5
SYMPTOM #6
SYMPTOM #7
SUMMARY
KEY LEARNING POINTS - Seven common symptoms of forecasting illness
NOTES
Chapter I Part I - WHY CHANGE? Everyone knows the trouble I’ve seen
Chapter I Part 2 - FORECASTING DISEASE the symptoms and the remedy
SYMPTOM #1
SYMPTOM #2
SYMPTOM #3
SYMPTOM #4
SYMPTOM #5
SYMPTOM #6
SYMPTOM #7
SUMMARY
KEY LEARNING POINTS - Seven common symptoms of forecasting illness
NOTES
Section 2 - PRINCIPLES
Chapter 2 - MASTERING PURPOSE — the Cassandra paradox
PREDICTIONS: ‘WHO NEEDS THEM?’
WHY IT IS IMPORTANT TO UNDERSTAND THE DIFFERENCE BETWEEN A FORECAST AND A PREDICTION
FORECASTS:WHY DO WE NEED THEM?
DEFINITIONS
‘A GOOD FORECAST’:A SPECIFICATION
SUMMARY
KEY LEARNING POINTS
NOTES
Chapter 3 - MASTERING TIME - delay and decision
WHY FORECAST?
HOW FAR AHEAD SHOULD WE FORECAST?
HOW FREQUENTLY SHOULD WE FORECAST?
THE ANATOMY OF A DECISION
SUMMARY
KEY LEARNING POINTS
NOTES
Chapter 4 - MASTERING MODELS: mapping the future
GUIDELINES FOR MODEL CHOICE
SUMMARY
KEY LEARNING POINTS
NOTES
Chapter 5 - MASTERING MEASUREMENT - learning to love error
WHAT TO MEASURE
WHEN TO MEASURE IT
HOW TO MEASURE IT
SUMMARY
KEY LEARNING POINTS
NOTES
Chapter 6 - MASTERING RISKS: how the paranoid survive
HOW TO ASSESS RISK
ASSESSING UNCERTAINTY USING SCENARIOS
SUMMARY
KEY LEARNING POINTS
NOTES
Section 3 - ‘PRAXIS’
Chapter 7 - MASTERING PROCESS: the mother of good fortune
THEME #1 RECIPE FOR SUCCESS:TIPS AND TRAPS
RULE NUMBER I — GOING WITH THE FLOW: ORGANIZE YOUR PROCESS IN A LOGICAL SEQUENCE
RULE NUMBER 2 - DESIGN OUT BIAS: REMOVE OR TREAT THE SOURCES OF BIAS ‘INFECTION’
RULE NUMBER 3 -WHEN YOU HAVE DESIGNED YOUR PROCESS, STICK TO ITAND CONTINUOUSLY ...
RULE NUMBER 4 - MORE ABOUT DISCIPLINE: MANAGERS SHOULD BE MADE TO FIT THE ...
RULE NUMBER 5 -ALIGN BEHAVIORS: ELIMINATE THE BAD PATTERNS OF BEHAVIOR WHICH ...
RULE NUMBER 6 - BALANCE PRINCIPLES AND PRAGMATISM: ADOPT A ‘GOOD ENOUGH’ APPROACH
SUMMARY
KEY LEARNING POINTS
THEME #2 COORDINATION IN A COMPLEX SYSTEM: HOW DIFFERENT CAN WE BE?
SUMMARY
KEY LEARNING POINTS
THEME #3 ‘WHOSE JOB IS IT ANYWAY?’ ROLES AND RESPONSIBILITIES
SUMMARY
KEY LEARNING POINTS
NOTES
Section 4 - TRANSFORMATION
Chapter 8 - IMPLEMENTATION: beginnings and endings
SUMMARY
KEY LEARNING POINTS
NOTES
Chapter 9 - BEYOND FORECASTING: the biggest barrier
SUMMARY
DEFINITIONS
KEY LEARNING POINTS
NOTES
Chapter 10 - BEYOND BUDGETING: a new management model?
20 KEY ASSUMPTIONS OF THE CLASSICAL MANAGEMENT MODEL
THERE ARE SIX PROCESS PRINCIPLES IN THE BEYOND BUDGETING MODEL
THERE ARE SIX ORGANIZATIONAL PRINCIPLES IN THE BEYOND BUDGETING MODEL
SUMMARY
KEY LEARNING POINTS
NOTE
Chapter 11 - CONCLUSION: reconnection
GLOSSARY
Appendix 1 - DESIGN PRINCIPLES: A SUMMARY
Appendix 2 - IMPORTANT CONCEPTS IN SYSTEMS AND CYBERNETICS
REFERENCES
INDEX
← Prev
Back
Next →
← Prev
Back
Next →