Turning great strategy into great performance
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| Tag | 1 | 2 | Value |
|---|---|---|---|
| LDR | 00000nab a2200000 i 4500 | ||
| 001 | MAP20071507031 | ||
| 003 | MAP | ||
| 005 | 20080418125340.0 | ||
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| 040 | $aMAP$bspa | ||
| 084 | $a922.111.1 | ||
| 100 | 1 | $0MAPA20080248826$aMankins, Michael C. | |
| 245 | 1 | 0 | $aTurning great strategy into great performance$cMichael C. Mankins, Richard Steele |
| 520 | 8 | $aCompanies typically realize only about 60% of their strategies'potential value because of defects and breakdowns in planning and execution. By strictly following seven simple rules, you can get a lot more than that. The strategy-to-performance gap -- The venetian blinds of business -- Closing the strategy-to-performance gap -- Where the performance goes | |
| 650 | 1 | 1 | $0MAPA20080606091$aEstrategia empresarial |
| 650 | 1 | 1 | $0MAPA20080546991$aEmpresas |
| 650 | 1 | 1 | $0MAPA20080594688$aAnálisis estratégico |
| 650 | 0 | 1 | $0MAPA20080569815$aOrganizaciones |
| 650 | 0 | 1 | $0MAPA20080589417$aCambio organizativo |
| 700 | 1 | $0MAPA20080149291$aSteele, Richard | |
| 773 | 0 | $wMAP20077100345$dBoston$gVol. 83, nº 7, July-August 2005 ; p. 65-72$tHarvard Business Review |