(Ebook) Unlocking Business Agility with Evidence Based Management Satisfy Customers and Improve Organizational Effectiveness 1st Edition by Patricia Kong, Todd Miller, Kurt Bittner, Ryan Ripley ISBN 013824457X 9780138244576

(Ebook) Unlocking Business Agility with Evidence Based Management Satisfy Customers and Improve Organizational Effectiveness 1st Edition by Patricia Kong, Todd Miller, Kurt Bittner, Ryan Ripley ISBN 013824457X 9780138244576

(Ebook) Unlocking Business Agility with Evidence Based Management Satisfy Customers and Improve Organizational Effectiveness 1st Edition by Patricia Kong, Todd Miller, Kurt Bittner, Ryan Ripley - Ebook PDF Instant Download/Delivery: 013824457X, 9780138244576
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Product details:

ISBN 10: 013824457X 
ISBN 13: 9780138244576
Author: Patricia Kong, Todd Miller, Kurt Bittner, Ryan Ripley

(Ebook) Unlocking Business Agility with Evidence Based Management Satisfy Customers and Improve Organizational Effectiveness 1st Table of contents:

Chapter 1: Finding Purpose

• Rediscovering Purpose

• Goals

• How Goals and Measures Influence Behaviors

• How to Rediscover Purpose

• Closing Satisfaction Gaps Creates Value

• Customer-Focused Goals Enable Autonomy and Purpose

• Improving Strategic Goals

• Ask “Why?” to Uncover the Real Objective

• Refocus “Internal” Goals on What Customers Need to Experience

• Think About How You Will Measure Progress Toward Your Vision

• What to Watch For

• Moving Forward

Chapter 2: Using Empiricism to Progress Toward Goals

• Understanding Value

• Progressing Toward Goals in a Series of Small Steps

• Taking Small Steps Toward Goals

• Steering Toward Goals

• Adapting Goals

• Adapting Tactics

• The Real Purpose of Goals Is to Foster Conversations

• Losing the Plot and Finding It Again

• What to Watch For

• Moving Forward

Chapter 3: Becoming (More) Effective

• Value Is Essential, but Frequency Matters Too

• It Is Not Delivery Speed That Is Important; It Is Feedback Speed

• While Focusing on Speed, Do Not Lose Sight of Value

• Speed Is Not Enough; Teams Must Also Be Effective

• Too Many Things at Once

• Where Should Teams Start?

• Beware the Efficiency Trap

• Balancing Speed and Effectiveness

• Cutting Corners: Sometimes Necessary, Sometimes Fatal

• What to Watch For

• Moving Forward

Chapter 4: Managing and Overcoming Expectations

• People Who Largely Seek to Validate Expectations Are Often Disappointed

• Transforming “Bad News” into Just “News”

• Letting Go of Expectations

• Expectations Can Be Stubbornly Held

• Replacing “Meeting Expectations” with “Seeking Goals”

• Stakeholders and Transparency

• How to Define and Categorize Stakeholders

• Escaping the “Echo Chamber”

• Diverse Perspectives Counter “Groupthink”

• What to Watch For

• Moving Forward

Chapter 5: Separating the Signal from the Noise

• Identifying Signals

• Interpreting Evidence from Signals

• Dampening the Noise

• Bias Creates Noise

• The Customer Is Not Always Right

• Objectifying Narratives

• Getting Unstuck

• Making Decisions

• What to Watch For

• Moving Forward

Chapter 6: Applying EBM at the Product Level

• Mind the (Satisfaction) Gap

• When You Find Yourself in a Hole, Stop Digging

• Not All Ideas Are Valuable

• Replacing False Certainty with Experimentation

• Using Strategic Goal Mapping to Form Experiments

• Products Are Vehicles for Running Experiments About Value

• Sometimes Teams Lose the Thread and Need a Reminder

• Running Experiments and Measuring Results

• Inspecting Results and Adapting Next Steps

• Customer Experience Is Not Always About More Features

• Sometimes You Must Say No

• What to Watch For

• Moving Forward

Chapter 7: Applying EBM at the Portfolio Level

• Maximizing Output Does Not Maximize Value

• The Problems Start with Misfocused Goals

• Revenue and Profit Are Important, But They Are Poor Goals

• Reconnecting Investments with Customer Outcomes

• You Can’t Have It All at Once

• How to Measure Outcomes

• You Do Not Know What You Do Not Know

• How to Choose Between Bets

• Make Small Bets

• Kill Bad Ideas as Quickly as Possible

• Propose Experiments

• Evaluate Proposals

• Make Sure All the Cards Are on the Table

• Keep Teams Intact, and Bring Them Work

• Separating Budgeting from Funding

• Run Experiments

• Evaluate Progress Toward Goals

• What to Watch For

• Moving Forward

Chapter 8: Applying EBM at the Organizational Level

• Why Change Efforts Fail

• To Initiate Change, Give People a “Why”

• Assess Where the Organization Is Today

• Empowerment Takes Trust, Transparency, and Time

• Benefits of Empowering Teams

• Measuring Empowerment

• Growing Empowerment

• Inverting the Organization to Support Empowerment

• Reducing Context Switching

• Growing Self-Sufficient Teams

• Aligning Supporting Departments

• Setting and Adapting Goals

• Most Goals Can—and Should—Change

• What to Watch For

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Tags: Patricia Kong, Todd Miller, Kurt Bittner, Ryan Ripley, Unlocking Business, Satisfy Customers