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  • 1. SAP Strategy Management 2007 September 2007 English Bibliography Readings on SAP Strategy Management Suggested Readings SAP AG Dietmar-Hopp-Allee 16 69190 Walldorf Germany
  • 2. SAP Best Practices Bibliography Readings on SAP Strategy Management Copyright © Copyright 2007 SAP AG. All rights reserved. No part of this publication may be reproduced or transmitted in any form or for any purpose without the express permission of SAP AG. The information contained herein may be changed without prior notice. Some software products marketed by SAP AG and its distributors contain proprietary software components of other software vendors. Microsoft, Windows, Outlook, and PowerPoint are registered trademarks of Microsoft Corporation. IBM, DB2, DB2 Universal Database, OS/2, Parallel Sysplex, MVS/ESA, AIX, S/390, AS/400, OS/390, OS/400, iSeries, pSeries, xSeries, zSeries, z/OS, AFP, Intelligent Miner, WebSphere, Netfinity, Tivoli, Informix, i5/OS, POWER, POWER5, OpenPower and PowerPC are trademarks or registered trademarks of IBM Corporation. Adobe, the Adobe logo, Acrobat, PostScript, and Reader are either trademarks or registered trademarks of Adobe Systems Incorporated in the United States and/or other countries. Oracle is a registered trademark of Oracle Corporation. UNIX, X/Open, OSF/1, and Motif are registered trademarks of the Open Group. Citrix, ICA, Program Neighborhood, MetaFrame, WinFrame, VideoFrame, and MultiWin are trademarks or registered trademarks of Citrix Systems, Inc. HTML, XML, XHTML and W3C are trademarks or registered trademarks of W3C®, World Wide Web Consortium, Massachusetts Institute of Technology. Java is a registered trademark of Sun Microsystems, Inc. JavaScript is a registered trademark of Sun Microsystems, Inc., used under license for technology invented and implemented by Netscape. MaxDB is a trademark of MySQL AB, Sweden. SAP, R/3, mySAP, mySAP.com, xApps, xApp, SAP NetWeaver, and other SAP products and services mentioned herein as well as their respective logos are trademarks or registered trademarks of SAP AG in Germany and in several other countries all over the world. All other product and service names mentioned are the trademarks of their respective companies. Data contained in this document serves informational purposes only. National product specifications may vary. These materials are subject to change without notice. These materials are provided by SAP AG and its affiliated companies ("SAP Group") for informational purposes only, without representation or warranty of any kind, and SAP Group shall not be liable for errors or omissions with respect to the materials. The only warranties for SAP Group products and services are those that are set forth in the express warranty statements accompanying such products and services, if any. Nothing herein should be construed as constituting an additional warranty. © 2007 SAP AG Page 2 of 11
  • 3. SAP Best Practices Bibliography Readings on SAP Strategy Management Contents 1 Suggested Bibliography Readings on SAP Strategy Management..............................................5 2 Purpose.......................................................................................................................................5 2.1 Applies to..............................................................................................................................5 2.2 Summary...............................................................................................................................5 2.3 Author Bio.............................................................................................................................5 3 Suggested Bibliography for Readings on SAP Strategy Management........................................6 4 Public Sector................................................................................................................................6 4.1 The Price of Government: Getting the Results We Need in an Age of Permanent Crisis .....6 4.2 Measuring Up: Governing's Guide to Performance Measurement for Geniuses (and other Public Managers) by Jonathan Walters (Governing Books, 1998).........................................................6 4.3 Balanced Scorecard Step-by-Step for Government and Nonprofit Agencies........................6 4.4 Balanced Measures for Strategic Planning: A Public Sector Handbook................................6 4.5 Performance-Oriented Management: A Practical Guide for Government Agencies..............6 4.6 Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement.......................................................................................................7 4.7 Good to Great and the Social Sectors: Why Business Thinking Is Not the Answer...............7 5 General Books on Strategy, Innovation, and Performance Management....................................7 5.1 Built to Last: Successful Habits of Visionary Companies......................................................7 5.2 Execution: The Discipline of Getting Things Done................................................................7 5.3 Five Key Principles of Corporate Performance Management................................................7 The Performance Power Grid: The Proven Method to Create and Sustain Superior Organizational Performance................................................................................................................................7 5.4 Chief Performance Officer: Measuring What Matters, Managing What Can Be Measured. . .8 5.5 Measuring Performance: Using the New Metrics to Deploy Strategy and Improve Performance............8 5.6 Balanced Scorecard: Translating Strategy into Action..........................................................8 5.7 Alignment: Using the Balanced Scorecard to Create Corporate Synergies...........................8 5.8 Strategy Maps: Converting Intangible Assets into Tangible Outcomes.................................8 5.9 Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment................................................................................................................................8 5.10 Balanced Scorecard Step-by-Step: Maximizing Performance and Maintaining Results......8 5.11 Balanced Scorecard Diagnostics: Maintaining Maximum Performance..............................9 5.12 Making Scorecards Actionable: Balancing Strategy and Control........................................9 5.13 Implementing the IT Balanced Scorecard: Aligning It with Corporate Strategy...................9 5.14 Beyond Control: Managing Strategic Alignment through Corporate Dialogue.....................9 5.15 No Yelling: The Nine Secrets of Marine Corps Leadership You Must Know to Win in Business...........9 5.16 Strategy Safari: A Guided Tour through the Wilds of Strategic Management......................9 5.17 Crossing the Chasm: Marketing and Selling Disruptive Products to Mainstream Customers9 5.18 Competitive Strategy: Techniques for Analyzing Industries and Competitors...................10 5.19 The Five Dysfunctions of a Team: A Leadership Fable.....................................................10 5.20 Implementation: How to Transform Strategic Initiatives into Blockbuster Results.............10 © 2007 SAP AG Page 3 of 11
  • 4. SAP Best Practices Suggested Bibliography Readings on SAP Strategy Management 5.21 Results: Keep What's Good, Fix What's Wrong, and Unlock Great Performance.............10 5.22 Driving Your Company's Value: Strategic Benchmarking for Value..................................10 5.23 Strategy Is Destiny: How Strategy-Making Shapes a Company's Future..........................10 6 Related Content.........................................................................................................................11 © 2007 SAP AG Page 4 of 11
  • 5. SAP Best Practices Bibliography Readings on SAP Strategy Management 1 Suggested Bibliography Readings on SAP Strategy Management 2 Purpose 2.1 Applies to This document is applicable for SAP Strategy Management. 2.2 Summary Suggested books for further readings on Strategy Management topics. Author(s): Bob McGlynn Company: SAP Created on: 11 July 2007 2.3 Author Bio Bob McGlynn is a Solution Expert for SAP Strategy Management © 2007 SAP AG Page 5 of 11
  • 6. SAP Best Practices Bibliography Readings on SAP Strategy Management 3 Suggested Bibliography for Readings on SAP Strategy Management Strategy Management is a broad a topic that covers elements of leadership, strategy, performance, operations, and measurement. This is a list of books is not meant to be comprehensive. Think of it as a guide rather than a required reading list. This list comes from a wide range of disciplines and purposes; some of these books are very academic and theoretical, some written to appeal to a broad audience. These are offered to give you an indication of the resources that are available and we trust you can find some guidance and direction in these titles. 4 Public Sector 4.1 The Price of Government: Getting the Results We Need in an Age of Permanent Crisis Author: Osborne and Hutchinson (Perseus Books Group, New Ed edition 2006) The Price of Government presents the new thinking about how to better manage government operations by changing from merely shifting percentages on last year’s spending programs to funding programs that buy results for citizens. 4.2 Measuring Up: Governing's Guide to Performance Measurement for Geniuses (and other Public Managers) by Jonathan Walters (Governing Books, 1998) Author: Jonathan Walters Jonathan Walters writes a down-to-earth, plain-language, and not-entirely-reverent guide to designing, understand, and coping with performance management in the public sector. 4.3 Balanced Scorecard Step-by-Step for Government and Nonprofit Agencies Author: By Paul Niven, Steven Mann (John Wiley, 2003) Paul Niven translates results-based management methodology for those in nonprofit and public sector organizations. 4.4 Balanced Measures for Strategic Planning: A Public Sector Handbook Author: Kathleen E. Monahan (Management Concepts 2001) Based on the National Partnership for Reinventing Government’s Best Practices Report on Balancing Measures study, the author expands on that report to offer more ways to improve strategic planning. 4.5 Performance-Oriented Management: A Practical Guide for Government Agencies Author: Larry M. Pederson (Management Concepts 2002) © 2007 SAP AG Page 6 of 11
  • 7. SAP Best Practices Suggested Bibliography Readings on SAP Strategy Management This book is based on the Malcolm Baldrige Assessment Criteria, long considered a benchmark for public agencies. 4.6 Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement Author: John M. Bryson (Jossey-Bass, 3rd Edition 2004) This book provides tools for creating an organizational design that encourages strategic thought and action throughout the organization. 4.7 Good to Great and the Social Sectors: Why Business Thinking Is Not the Answer Author: Jim Collins (HarperCollins 2005) Rather than revise his original book, Good to Great, this short booklet was published to explore the unique characteristics of the public sector and should be considered as an additional, long chapter of the original book. 5 General Books on Strategy, Innovation, and Performance Management 5.1 Built to Last: Successful Habits of Visionary Companies Authors: Jim Collins, Jerry Porras (HarperCollins, Revised ED. 2004) The authors explore the characteristics of a visionary company and provide insight into processes and approaches that made some businesses very successful. 5.2 Execution: The Discipline of Getting Things Done Authors: Larry Bossidy, Ram Charan, Charles Burck (Crown Publishing, 2002) Execution is more than just tactics, more than getting things done, or sweating the details, it is fundamental to an organization’s strategy. This book offers practical advice addressing the real situations, providing guidance for the reader to become a more capable and successful leader. 5.3 Five Key Principles of Corporate Performance Management Author: Bob Paladino (John Wiley, 2007) This book presents, step-by-step, how award-winning companies design, implement, and maintain their corporate performance by sharing the techniques, measures, and best practices used. The Performance Power Grid: The Proven Method to Create and Sustain Superior Organizational Performance Authors: David F. Giannetto, Anthony Zecca, Anthony Zecca (John Wiley, 2006) These authors recommend an approach to organizational performance that recognizes the ways people naturally act, creating and sustaining superior performance by building upon that behavior. © 2007 SAP AG Page 7 of 11
  • 8. SAP Best Practices Suggested Bibliography Readings on SAP Strategy Management 5.4 Chief Performance Officer: Measuring What Matters, Managing What Can Be Measured Author: Anthony L. Politano (iUniverse, 2003) This book contends that when the corporate position of Chief Performance Officer exists within a company, it gains significant competitive advantages. The authors lay out the design of this office, to show how a Chief Performance Officer can make better business decisions and is better able to measure what truly matters. 5.5 Measuring Performance: Using the New Metrics to Deploy Strategy and Improve Performance Author: Bob Frost (Measurement International, 2000) The author presents how to develop and deploy the right measures to produce better results. 5.6 Balanced Scorecard: Translating Strategy into Action Authors: Robert Kaplan, David Norton (Harvard Business School Press, 1996) This is the original book by two Harvard School of Business academics that created the Balanced Scorecard, a performance management methodology that is enjoying much popularity in business and the public sector. 5.7 Alignment: Using the Balanced Scorecard to Create Corporate Synergies Authors: Robert S. Kaplan, David P. Norton (Harvard Business School Press, 2006) 5.8 Strategy Maps: Converting Intangible Assets into Tangible Outcomes Authors: Robert Kaplan, David Norton (Harvard Business School Press, 2004) 5.9 Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment Authors: Robert Kaplan, David Norton (Harvard Business School Press, 2000) After introducing the Balanced Scorecard approach to measure organizational performance and using that knowledge to manage strategy, additional books followed that look at different aspects in more detail. Alignment presents a way for company leaders to use strategy maps and the Balanced Scorecard to align the organization to the strategy. This alignment can leverage value from enterprise synergies and become a competitive advantage. In Strategy Maps, the authors expand on this topic to show how to design scorecards that better align people, processes, and technology. The Strategy-Focused Organization shows how to use the scorecard to manage the execution of strategy. 5.10Balanced Scorecard Step-by-Step: Maximizing Performance and Maintaining Results Author: Paul Niven (John Wiley, 2nd Edition 2006) Paul Niven provides a practical, tactical way of designing and implementing the Balanced Scorecard methodology. It includes a step-by-step approach to assist teams develop their own scorecard. © 2007 SAP AG Page 8 of 11
  • 9. SAP Best Practices Suggested Bibliography Readings on SAP Strategy Management 5.11Balanced Scorecard Diagnostics: Maintaining Maximum Performance Author: Paul Niven (John Wiley, 2005) The author returns with step-by-step instructions for the stages he identifies as critical to the success of implementing and sustaining a Balanced Scorecard. 5.12Making Scorecards Actionable: Balancing Strategy and Control Authors: Nils-Goran Olve, Jan Roy, Sofie Roy, Carl Johan Petri (John Wiley, 2003) This is a more global approach with the Balanced Scorecard methodology. Drawn from cases in the UK, Europe, and Japan, as well as the United States, the book uses the hands-on experiences at both operational and board level across a broad range of organizations to help the reader understand what it takes to create and communicate a total comprehensive strategy based on the Balanced Scorecard. 5.13Implementing the IT Balanced Scorecard: Aligning It with Corporate Strategy Author: Jessica Keyes (CRC Press, 2005) For those looking to implement the Balanced Scorecard methodology for an IT department, the author provides insight, guidance, and examples of how to align the IT organization using the four perspectives of the Balanced Scorecard. 5.14Beyond Control: Managing Strategic Alignment through Corporate Dialogue Authors: Fred Lachotzki, Robert Noteboom (John Wiley, 2005) Beyond Control presents a model for management that shifts away from command-and-control to a more guided interaction. This approach allows broader participation which better fosters strategic alignment. 5.15No Yelling: The Nine Secrets of Marine Corps Leadership You Must Know to Win in Business Author: Wally Adamchik (Firestarter, 2006) This book presents how to transfer the key elements of the marines’ leadership principles to the civilian sector and builds a curriculum for leadership development. 5.16Strategy Safari: A Guided Tour through the Wilds of Strategic Management Authors: Henry Mintzberg, Joseph Lampel, Bruce Ahlstrand (Free Press, 2005) Navigating through the jungle of strategic management, this entertaining book chronicles the different schools of strategy that have emerged over the last 40 years. Explore this jungle of strategic landscapes and discover the sources of thoughtful strategic management theories. 5.17Crossing the Chasm: Marketing and Selling Disruptive Products to Mainstream Customers Authors: Geoffrey Moore, Regis McKenna (HarperCollins, 2002) © 2007 SAP AG Page 9 of 11
  • 10. SAP Best Practices Suggested Bibliography Readings on SAP Strategy Management This is the landmark book that presents insight into the technology adoption lifecycle. Disruptive technologies or products are new innovations, like digital cameras, that can displace older products in a market and eventually come to dominate that field. Geoffrey Moore writes about how to cross the chasm between early adopters and the early majority. 5.18Competitive Strategy: Techniques for Analyzing Industries and Competitors Author: Michael E. Porter (Free Press, 1998) This book has transformed business strategy throughout the world by presenting a new perspective on how competitive advantage can be gained by structuring positioning around one of three generic strategies. These three “value propositions”: lowest cost, differentiation, and customer focus, have become an integral part of strategic development. 5.19The Five Dysfunctions of a Team: A Leadership Fable Author: Patrick Lencioni (John Wiley, 2002) As the title implies, this book is a fable about the issues that prevent executive teams from working together. Using this narrative structure allows the reader to be engaged while learning how to recognize and respond to those dysfunctions that undermine organizational effectiveness. 5.20Implementation: How to Transform Strategic Initiatives into Blockbuster Results Authors: Alan Brache, Sam Bodley-Scott (McGraw Hill, 2005) A typical corporate problem is the gap in an organization's ability to translate vision into practice. This book, based on the Kepner-Tregoe methodology, provides an action-oriented guide for aligning initiatives directly with corporate vision, as well as those essential skills needed for successful implementation. 5.21Results: Keep What's Good, Fix What's Wrong, and Unlock Great Performance Authors: Gary Neilson, Bruce Pasternack (Crown Publishing, 2005) Just as there are personality types, an organization can fit a particular type. Readers may recognize the seven company types described in this book and the authors provide a survey to determine the type of one’s own organization. Results present why some organizations undermine their own success and how to recognize those symptoms. 5.22Driving Your Company's Value: Strategic Benchmarking for Value Authors: Michael Mard, Robert Dunne, Ed Osborne, James Rigby (John Wiley, 2004) There are not too many books written specifically for small and medium-sized firms to help them improve performance. For those with that need, this book presents an easy to follow method for driving your company’s value by providing assistance analyzing the current state of the organization as well as charting a course for the future by defining key drivers. 5.23Strategy Is Destiny: How Strategy-Making Shapes a Company's Future Author: Robert Burgelman (Simon & Schuster, 2002) © 2007 SAP AG Page 10 of 11
  • 11. SAP Best Practices Suggested Bibliography Readings on SAP Strategy Management Strategy is about choices and what can be done to influence them, while destiny is predetermined or ordained. The author offers a sophisticated discussion that readers may find both fascinating and challenging. This book is not suited for a casual reader, although it will be appreciated by its intended audience. 6 Related Content • SAP Business Community for Performance Management Forum • SAP Solutions for Performance Management © 2007 SAP AG Page 11 of 11