Turning great strategy into great performance

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<dc:creator>Mankins, Michael C.</dc:creator>
<dc:creator>Steele, Richard</dc:creator>
<dc:date>2005-07-01</dc:date>
<dc:description xml:lang="es">Companies 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</dc:description>
<dc:identifier>https://documentacion.fundacionmapfre.org/documentacion/publico/es/bib/58928.do</dc:identifier>
<dc:language>spa</dc:language>
<dc:rights xml:lang="es">InC - http://rightsstatements.org/vocab/InC/1.0/</dc:rights>
<dc:subject xml:lang="es">Estrategia empresarial</dc:subject>
<dc:subject xml:lang="es">Empresas</dc:subject>
<dc:subject xml:lang="es">Análisis estratégico</dc:subject>
<dc:subject xml:lang="es">Organizaciones</dc:subject>
<dc:subject xml:lang="es">Cambio organizativo</dc:subject>
<dc:type xml:lang="es">Artículos y capítulos</dc:type>
<dc:title xml:lang="es">Turning great strategy into great performance</dc:title>
<dc:relation xml:lang="es">En: Harvard Business Review. - Boston. - Vol. 83, nº 7, July-August 2005 ; p. 65-72</dc:relation>
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