Dealing with Dilemmas: Where Business Analytics Fall Short

Observing how business management is obsessed with analysis and numbers, Dealing with Dilemmas shows there is an entire class of problems that cannot be solved by analysis: business dilemmas. Dilemmas, representing a large part of strategic decision–making, require the opposite approach of analysis; synthesis. Dealing with Dilemmas shows how popular performance management methodologies can be used in new and previously unexplored ways. It authoritatively shows you how your business can move forward strategically in ways previously impossible.Shows dangers in current thinking around analytics and performance managementIncludes practical case examples and interviews with C–level executives and government officials world–wide, both in commercial enterprise and public sectorMakes the most nebulous of management processes, strategy formulation, insightful and links it tightly to strategy execution and performance management.
Filled with case studies and examples, this book reveals how your business can start solving dilemmas and move forward strategically.

Spis treści:
Foreword.
Preface.
Acknowledgments.
Chapter 1: What′s the Problem?
What Is a Dilemma?
A Short Overview of History.
Chapter 2: Strategy Is about Making Choices, or Is It?
What Is Strategy?
Strategy Content.
Strategy Process.
Strategy Context.
Make the Choices that Create Options.
Chapter 3: All Kinds of Dilemmas, but Just a Few Types.
Identifying Dilemmas using the Balanced Scorecard.
Value or Profit?
Long–term or Short–term?
Top–down or Bottom up?
Inside–out or Outside–in?
Optimize or Innovate?
Listen or Lead?
Two Types.
Chapter 4: The Strategy Elastic.
Strategic Bias.
Neutral Zone.
Strategically Stuck.
Strategic Stretch.
Strategy Elastic.
Profiles in Performance.
Time to Take that Look in the Mirror.
Misalignment.
Chapter 5: Dealing with Dilemmas, or Not?
How Not to Deal with Dilemmas.
How to Deal with Dilemmas: Either/Or.
How to Deal with Dilemmas: And/And.
The Right Mindset.
Dealing with Dilemmas Roadmap.
Chapter 6: To Decide or Not to Decide, That’s the Question.
The Eye of Ambiguity.
A Few Examples.
Chapter 7: This and That.
Many–of–these versus Many–of–those.
Lifting the Constraints.
Efficient Frontiers.
One–big–this versus One–big–that.
Cost Cutting.
Improvement of Return.
One–big–this or One–big–that: Round Two.
Chapter 8: You and Me.
Morality and Ethics.
Three Elements to Resolve You–and–me Dilemmas.
A Structured Approach.
Top–down and Bottom–up.
Value and Profit.
Chapter 9: Now and Later.
Long term and Short term.
Listen and Lead, Optimize and Innovate.
Scenario Planning: Seeing What Others Don′t.
Scenario–based Strategy Maps.
Case: Tier 1 Talent.
Chapter 10: Increasing the Stakes.
Interorganizational Dilemmas.
Stakeholder Alignment Map.
Case: AgriProc.
In Conclusion.
Chapter 11: Closing Thoughts.
Meta–synthesis.
Relationships, Human Behavior, and Culture.
Appendix: Company Profiles.
Achmea (Europe).
AgriProc (anonymized name, United States).
Cox Communications (United States).
Global Soft Commodities Singapore (anonymized, Singapore).
Publishing Corp (anonymized, English–speaking country).
National Central Bank (anonymized, Europe).
Novozymes (Denmark).
Polycom (United States).
Vopak (Netherlands).
Dick Berlijn (Netherlands).
Nirmal Hansra.
Dr. Edmund Stoiber (Germany).
Notes.
About the Author.
Index.