Klappentext An incisive and original guide to executing business strategy in the real-world In Adapt to Win: A Framework to Overcome Strategy Decay Using OKRS and Lean Portfolio Management , experienced technology and business executive Evan Campbell delivers a compelling discussion of the most endemic problems that plague leaders attempting to deploy and execute strategic initiatives within organizations. Campbell explains how to use OKRs - Objective and Key Results - to ensure your company's portfolio investments work together with your employees' actions to realize leadership's preferred strategic outcomes. The author provides a high-level explanation of important strategy processes and competencies, as well as an integrated set of principles and practices that ensure investments and capacity allocation decisions made quarterly will advance key strategic objectives. He also explores why OKRs are the perfect tool to align strategy with execution and how they perform this function. Inside the book: A thorough treatment of a Lean-based approach to corporate enterprise portfolio management that uses OKRs to help accomplish strategic goals Original techniques you can apply immediately to maximize agility and adaptability Granular advice for specific use cases, including product portfolio management, innovation and innovation ecosystems portfolio management, and corporate IT portfolio management Perfect for managers, executives, directors, and other business leaders, Adapt to Win is also a must-read for everyone tasked with translating corporate strategy into real-world action that effectively advances defined organizational goals. It's the hands-on manual that strategy-focused leaders everywhere have been waiting for. Inhaltsverzeichnis Table of Contents Part 1: Strategy Chapter 1: Corporate Strategy and the Strategy Realization Problem Chapter 2: Strategy Realization and Its Three Critical Subprocesses Part 2: Objectives and Key Results (OKRs) Chapter 3: Using OKRs to Improve Strategy Deployment and Execution Chapter 4: OKRs in Context Part 3: Portfolio Management Chapter 5: Introduction to Enterprise Portfolio Management Chapter 6: Critical Rules and Principles for Adaptive Portfolio Management Chapter 7: Key Principles and Practices for the Supply Side of Portfolio Management Chapter 8: Key Principles and Practices for the Demand Side of Portfolio Management Chapter 9: Key Principles and Practices for the Matching Function of Portfolio Management Part 4: Organizational Coherence and Organizational Fitness to Realize Your Strategy Chapter 10: Organizational Coherence Chapter 11: Organizational Fitness through Capabilities and Competencies Part 5: Specific Portfolio Management Situations and Topics Chapter 12: Product Portfolio Management Chapter 13: Innovation Portfolio Management and Innovation Ecosystems Chapter 14: Corporate IT Portfolio Management Chapter 15: Lean and Agile Funding and Budgeting Conclusion End Notes...

Inhalt

Table of Contents Part 1: Strategy

Chapter 1: Corporate Strategy and the Strategy Realization Problem

Chapter 2: Strategy Realization and Its Three Critical Subprocesses

Part 2: Objectives and Key Results (OKRs)

Chapter 3: Using OKRs to Improve Strategy Deployment and Execution

Chapter 4: OKRs in Context

Part 3: Portfolio Management

Chapter 5: Introduction to Enterprise Portfolio Management

Chapter 6: Critical Rules and Principles for Adaptive Portfolio Management

Chapter 7: Key Principles and Practices for the Supply Side of Portfolio Management

Chapter 8: Key Principles and Practices for the Demand Side of Portfolio Management

Chapter 9: Key Principles and Practices for the Matching Function of Portfolio Management

Part 4: Organizational Coherence and Organizational Fitness to Realize Your Strategy

Chapter 10: Organizational Coherence

Chapter 11: Organizational Fitness through Capabilities and Competencies

Part 5: Specific Portfolio Management Situations and Topics

Chapter 12: Product Portfolio Management

Chapter 13: Innovation Portfolio Management and Innovation Ecosystems

Chapter 14: Corporate IT Portfolio Management

Chapter 15: Lean and Agile Funding and Budgeting

Conclusion End Notes