Adapt to Win

Index

Note: Page numbers in italics and bold refers to figures and tables respectively.

A

• adaptive portfolio management
  • decouple supply from demand, 74–75
  • force-rank all initiative candidates, 76
  • “good enough” precision, 78–79
  • investment allocation targets, 81–83, 82
  • new ideas/info anywhere in process, 76
  • portfolio intake process, 75
  • progressive analysis, 79–81, 80
  • sponsor accountability, 77–78
  • support constant reprioritization, 76
  • tangible outcomes, 84–85
  • treat near-term capacity, 76–77
  • trim the tail, 83, 83
  • WIP and balance capacity, 84
• affinity grouping, 140
• Agile techniques, 246
• analytic hierarchy process (AHP), 118–121, 120
• annual budgeting, 263–265

B

• Beyond Budgeting (BB), 261, 262, 266
• budgeting
  • annual budgeting, 263–265
  • asset allocation, 267–268
  • forecasting, 262, 268–269
  • resource allocation, 262
  • target and goal setting, 262, 269–271
  • traditional budgeting, 262–265
  • zero-based budgeting (ZBB), 266
• business model development
  • business model canvas (BMC), 157, 157
  • combining scale and differentiation, 161–162
  • highly differentiated business models, 159–161
  • low-cost business models, 158–159
  • market segmentation, 157
  • strategic clarity, 158

C

• capabilities and competencies
  • business model, 175, 176
  • capability, 173–174, 174
  • competency evaluation model, 172–173, 173
  • organizational fitness, 176–177, 177
  • skill, 172
  • strategic workforce planning, 175, 175
• champions vs. coaches, 44, 45
• chief strategy officer (CSO), 52, 53
• company scaling, 225
• competitive pricing, 228
• contribution ...