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Medium 9781576753408

2 The Dynamics of Managing

Mintzberg, Henry Berrett-Koehler Publishers ePub

I dont want it good—I want it Tuesday.

Have a look at the popular images of managing—that conductor on the podium, those executives sitting at desks in New Yorker cartoons—and you get one impression of the job: well ordered, seemingly carefully controlled. Watch some managers at work and you will likely find something far different: a hectic pace, lots of interruptions, more responding than initiating. This chapter describes these and related characteristics of managing: how managers work, with whom, under what pressures, and so on—the intrinsically dynamic nature of the job.

I first described these characteristics in my 1973 book. None of them could have come as a shock to anyone who ever spent a day in a managerial office, doing the job or observing it. Yet they struck a chord with many people—especially with managers—perhaps because they challenged some of our most cherished myths about the practice of managing. Time and again, when I presented these conclusions to groups of managers, the common response was You make me feel so good! While I thought that all those other managers were planning, organizing, coordinating, and controlling, I was constantly being interrupted, jumping from one issue to another, and trying to keep the lid on the chaos.1

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Contents

Cameron, Kim Berrett-Koehler Publishers ePub
Medium 9781605095400

4 Navigating a new route

Kelly, Kevin Berrett-Koehler Publishers ePub

‘Clients come first. Relationships are tougher, pricing is hard, issues are more intense, companies are struggling, so I spend a lot of time with clients. You’ve got to leverage yourself deeper into the organisation, use the skills of all your people, and use the processes you built in good times to cover the tough times.’

Sam DiPiazza, PwC

‘It is vital to see this challenge as an opportunity, to boldly face up to it, and to continue to provide value to customers’, says Kazuyasu Kato of Kirin Holdings. Tom Glocer phrases it differently though his sentiments are much the same: ‘Terrible markets are a great time to extend the amount of open water you have on the competition.’

Or take this view from Ed Dolman of Christie’s International: ‘Over the last few months, despite the obvious disappointment at suddenly seeing revenues falling and remuneration levels being reduced, and going through a lot of the painful aspects of downsizing the business and letting people go, there is a real feeling that we’ve got an opportunity to take back the company, shape it to how we want it to look for the next two, three years, that there’s much more control being applied, and that we’ve got much more control in this market. There’s a more stable working environment, people are basically much happier with their lot. There’s less poaching going on, they’re glad to be employed. It’s a totally different environment to manage in, and it does mean that you feel empowered to influence some of the changes that you’ve been trying to make over the last two or three years but just haven’t been able to put in place because of all the other pressures of growing the business and hanging on to your top staff.’

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Chapter 1 - The Emerging Role of the Business Analyst in Strategic Planning

Hass, Kathleen B. Berrett-Koehler Publishers ePub

In This Chapter:

Strategic Planning in Organizations Today

The Business Analyst’s Role in Strategic Planning

To respond to the never-ending demand for new products and services, executives everywhere are adopting professional business analysis practices to improve their ability to establish and execute strategy. At the strategic level, business analysis best practices aim to formulate the best business strategies, select projects to achieve those strategies, and increase the value project deliverables bring to the business.

Executives are learning that to set the most favorable vision and strategy, they need to dedicate a significant portion of their time and energy to the formulation, execution, continuous monitoring, and refinement of strategy. To formulate and execute a well-formed strategy, leadership teams must anticipate market needs, exploit opportunities, identify threats, and make decisions that support their corporate objectives—a tall order.

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Medium 9781567263640

CHAPTER 3. WRITING A PERFORMANCE WORK STATEMENT FOR PERFORMANCE-BASED SERVICE CONTRACTING

Cole, Peter S. Berrett-Koehler Publishers ePub

Performance-based service contracting (PBSC) is a new term for a contracting technique that has been in use for years. Recently, however, PBSC has become a preferred technique for service contracting, and detailed guidance on its use has been published. The new emphasis may make it seem that the performance work statement (PWS)—which is essentially the SOW for PBSC—is something totally different from a typical SOW. This is not the case, however. While there are some differences, they are found primarily in documents attached to the PWS, rather than in how the PWS is written. This chapter discusses the PBSC concept, and Chapter 5 will cover the format and contents of any SOW, including the PWS.

Performance-based contracting can be defined as the structuring of all aspects of an acquisition around the purpose of the work to be performed, with the contract requirements set forth in clear, specific, and objective terms with measurable outcomes as opposed to either the manner by which the work is to be performed or broad and imprecise statements of work. The FAR states that:1

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