More Pages: Brown Page 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80 81 82 83 84 85 86 87 88 89 90 91 92 93 94 95 96 97 98 99 100


A must for the Las Vegas architecture junkie...
A MUST buy for the Las Vegas afficianado!

It takes briliance to know brilliance
A great tour through a variety of ideas and viewpoints.

EXCELLENT RESCUER
AN EXCELLENT MANUAL

The Must-Read Of A Lifetime
One of the most profound books of a lifetime!

I saved 50% at the grocery store
Wonderful Find!

I love the book.
Amazing achievement by independent hard-headed man

An Exceptional Peanuts Book
Such a wonderful book.

First Ask: Are You Competing in the Right Game?1. Tracking output/outcome metrics that cannot be influenced or controlled
2. Gathering data that tells you what you already know
3. Gathering data for its own sake
NOTE: Brown and I apparently disagree about "data" which I consider a plural.
4. Relying heavily [too heavily] on customer satisfaction surveys
5. Executives focusing on detailed metrics
6. Measures that are not linked to the strategic plan
NOTE: Kaplan and Norton have much of great value to said about this in their most recent book, The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment
7. Failing to define Practical Correlations between [and among] key metrics
8. Reporting data that is difficult to read and analyze
9. "Superstitious" process metrics
10. Measures that drive the wrong performance
Brown explains how and why such "Mistakes" are made, how to correct them, and also how to avoid repeating them. For purposes of illustration, let's say your organization needs to improve performance in these three areas: Cycle Time, First Pass Yield, and On-Time Delivery. Although separate, they are also interdependent. Obviously there are problems which need to be solved. More often than not, a corrective action responds to symptoms rather than to root causes. We all know that many (most?) of those involved in any organizational process (regardless of nature and extent) fear change, resent what they perceive to be criticism of their performance, and will therefore resist (perhaps sabotage) efforts to transform the status quo. Hence the importance of formulating the correct metrics, applying them where they will generate the data needed, and -- meanwhile -- ensuring that the "score" kept is appropriate to whatever "game" is being played.
Essential for mature organizationsUnlike Kaplan's and Norton's seminal (and decade old) book, "The Balanced Scorecard", this book is short on theory and heavy on practical applications. This is not a criticism of "The Balanced Scorecard" - just recognition of the fact that in the ensuing decade since that book was first published there have been lesson's learned about what does and does not work. The author distills these lesson's learned into this slim, content-filled book.
What I like most is the author clearly links metrics to vision, mission and strategy. This is what a balanced scorecard is supposed to be about, but this is not always so in practice. He also sorts out the difference between basic business indicators and critical success factors, which is augmented by an outstanding discussion (throughout the book) on top measurement mistakes, and a liberal sprinkling of tips throughout the book.
Probably the most valuable parts of the book are Part 3, where step-by-step procedures are given to implement an *effective* scorecard, and the appendices which contain case studies drawn from real organizations and actual scorecards. The examples given are worth their weight in gold and elevate this book from the theoretical to realistic and practical. My highest recommendation and 5 solid stars.


The wolf can't leave!
The Wolf is Coming!

Adam's opinion about Wolf Shadows
AN ACCESSIBLE ADVENTURE STORY WITH A MESSAGE!
This book came out in 1993. If you're looking for information on the newer hotels that have sprung up, the ones that came and left during then and now, you won't find it here. You will find details about the ones that were imploded during the 90's, which was a nice resource for those of us that were curious about the Sands, Dunes, Hacienda and the Aladdin. It's also an indication of just how much the strip has evolved from the timeline of the publishing of this book and what is the strip looks today, year 2001. An excellent study of the architecture changes of Vegas and its reflections on the rest of the U.S.