1. Ten critical success factors for strategic performance management
2. Introduction: how culture influences performance
2.1 The strategy implementation crisis
2.2 The new performance agenda
2.3 Converting strategy into action
2.4 Strategy differentiators
2.5 Overview and practitioner guidelines
3. Optimizing organizational alignment
3.1 The barriers to alignment
Colina Insurance - overcoming misalignment
Xerox Europe - using the catch-ball approach to align performance
3.2 Overview and practitioner guidelines
4. Building performance excellence
4.1 The value of performance frameworks
Ubisa - the mini-company structure
4.2 Overview and practitioner guidelines
5. Strategic performance leadership
5.1 The job of strategic leadership
Wainwright Industries - cascading leadership through the organization
Overview and practitioner guidelines Aligning people processes
6.1 Gaining buy-in to performance goals
6.2 Making the connection between people, processes and performance
Baxter Healthcare - work-life initiatives as reinforcers
6.3 Overview and practitioner guidelines
7. Managing and measuring process excellence
7.1 The value of focusing on process
7.2 How leading companies capitalize on process excellence
General Electric - Six Sigma as a strategic weapon
7.3 Overview and practitioner guidelines
8. Technology and the extended enterprise
8.1 Technology as an enabler
BC Rail - developing the electronic scorecard
8.2 Supporting high-performance processes
8.3 Overview and practitioner guidelines
9. Challenges of strategic performance management
9.1 The need to build cause-and-effect links
9.2 Setting the strategic performance management agenda
9.3 The decisive role of the CEO
9.4 The need to raise managers' value-adding contribution
