MANAGING FOR SH TERM(短期商业管理守则)

"Managing for the Short Term is about flexibility within a sustained strategy. Chuck Martin has developed a framework that turns this into a skill for every executive."
“His blueprint for aligning urgent action with a constant focus on strategy will help spur organizations to faster and higher levels of achievement.”
"A must read for any business leader who wants to maximize their effectiveness in today's business environment."
"Martin's book is packed with helpful insights to do the right things to get you through today, to stay alive for a prosperous tomorrow."
"A much needed strategic plan for our increasingly chaotic business landscape."
"An instructive guide to creating an intense focus and alignment throughout your organization."
　　"Managing for the Short Term is about flexibility within a sustained strategy. Chuck Martin has developed a framework that turns this into a skill for every executive."
His blueprint for aligning urgent action with a constant focus on strategy will help spur organizations to faster and higher levels of achievement.?
"A must read for any business leader who wants to maximize their effectiveness in today's business environment."
"Martin's book is packed with helpful insights to do the right things to get you through today, to stay alive for a prosperous tomorrow."
"A much needed strategic plan for our increasingly chaotic business landscape."

作者简介：
Chuck Martin is the chairman and CEO of the renowned think tank NFI Research. The author of Net Future and the New York Times business bestseller The Digital Estate， he lectures extensively throughout the United States， Europe， Latin America， and Asia. He advises some of the best-known companies in the world. A former vice president of IBM， Martin was the founding publisher and COO of Interactive Age.

Chuck Martin is the chairman and CEO of the renowned think tank NFI Research. The author of Net Future and the New York Times business bestseller The Digital Estate, he lectures extensively throughout the United States, Europe, Latin America, and Asia. He advises some of the best-known companies in the world. A former vice president of IBM, Martin was the founding publisher and COO of Interactive Age.

Book Description
As managers, senior executives, and CEOs all over have painfully discovered, if you don’t manage for the short term, you won’t be around for the long term. Bestselling business author Chuck Martin found that nothing consumes business managers more than how to manage a company in the weeks and months immediately ahead.

As founder of NFI Research, an executive think tank made up of some 3,000 high-level executives at over 1,400 companies, Chuck Martin has interviewed and gathered the results of thousands of management specialists the world over to discover how companies are successfully zeroing in on improving short-term performance, while still balancing these efforts with long-term strategic goals. By looking to managers and executives at companies like IBM, SAP, Deloitte & Touche, Kraft, AT&T, Dow Chemical, and hundreds of others, Martin has uncovered the “best practices” that help propel short-term performance. Among them:

? Bridging the enormous disconnect between management’s strategic goals and the ability of front-line managers and employees to implement these goals

? Moving even the biggest projects forward incrementally, delivering tangible results at each step along the way

? Putting together time-based and events-based teams that can focus specifically on essential short-term decisions and goals

? Creating incentives to reward short-term results

What Chuck Martin has found is that companies that adopt practices designed to achieve short-term results are usually better positioned to achieve their long-term strategies as well.

A critically important management book that addresses one of the overriding concerns of businesses today, Managing for the Short Term is an essential addition to any manager’s toolkit.

"Managing for the short term is not simply about moving faster. It is about moving smarter. It is about effective implementation and operation within the context of mission and vision. Strategy is implemented through a series of small steps and rapid, short-term decisions within that long-term view. It forces managers to become more effective at achieving the measurable results required by today's climate."
From Managing For the Short Term

Book Dimension
length: (cm)24.3 　　　 　　　　　 　　　　　 width:(cm)15.3

Acknowledgments
PART Ⅰ: WHAT IS MANAGING FOR THE SHORT TERM?
Chapter 1: The New World of the Short Term
A New Approach
It Just Is
What Is Short Term?
The Pressures to Manage for the Short Term
The Demands Placed on a Reduced Workforce
Information-Armed Shareholders
Information-Armed Stakeholders
The Global Business Environment
The Pace of Technological Change
A Demographically Empowered Workforce
A More Sophisticated and Informed Customer Base
A New Alignment Needed
Chapter 2: The Manager and the Business Blur
The Daily Pressures: Managing in the Fast Lane
The Pressures of Networking
The Pressures of Customer Focus
The Pressures of Managing People
The Pressures of Process
The Pressures of Speed
The Modern Law of Inundation
The Impact on the Individual
Time-Shifting Work
It's Not About the Money
The View from the Corner Office
Strike One, You're Out
Out of Time
Technology in the Executive Suite
The Pressure to Communicate
Chapter 3: The Disconnect and Its
Impact on the Organization
Corporate Truth vs. Street Truth
The Managers' Conflict Between Short and Long Term
The Price of the Perception Gap
Executives As the New Facilitators
Chapter 4: Managing for the Short Term
vs. Planning for the Long Term
The Two Kinds of Planning
Organizational Pace vs. Individual Pace
Strategy: A Jumping-Off Point
Attitude Adjustment Time
The CFO As Sheriff
PART Ⅱ MANAGING THE ORGANIZATION
FOR THE SHORT TERM
Chapter 5: It's All About the Numbers
The Quantification of Business Life
Learning to Live by the Quarter, Month, Week, Day
The Death of the Low-Hanging Fruit
Letting the Numbers Do the Work
Measuring the Intangibles
Going Beyond Making the Numbers
Balancing Metrics
Numbers Now
Chapter 6: Incremental Forward Motion
Chapter 7: Are We Communicating?
Chapter 8: Communicating Down the Line
Chapter 9: Leading for the Short Term
Chapter 10: Managing People for the Short Term
Chapter 11: Using Information to Navigate Throught Decisins
PART Ⅲ MANAGING YOURSELF FOR THE SHORT TERM
Chapter 12: Getting to What Matters
Chapter 13: The More You Do,the More you Do
Chapter 14: Successful Meetings for the Short Term
Chapter 15: The Law of Expanding Immediacy
Notes
Index