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Demand Driven Performance by Chad Smith, Debra Smith

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CHAPTER 5
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How Do We Know What’s True?
Everyday managers throughout an organization are asked to make decisions and take actions to both plan and execute their organization’s strategy. Often their decisions and actions are contrary and/or negated by the decisions, actions, and priorities of their peers. They also find themselves taking the opposite action the next hour, day, week, or month. Understanding and addressing the source of the confusion and the ever-changing priorities begin with understanding the cause and the cost to the organization. If a business has a coherent strategy, then all parts of the organization should agree on the planning ...

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