August 2008
Intermediate to advanced
336 pages
8h 40m
English
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CHAPTER SEVEN
PLAN OPERATIONS
Sales Forecasts, Resource Capacity, and Dynamic Budgets
A COMPANY’S SPENDING on the strategic initiatives and process improvements discussed in Chapters 4 and 6 is essential for effective strategy implementation. But the spending on initiatives, projects, and process improvements typically accounts for only 10 percent or less of overall corporate spending. The remaining 90-plus percent enables the company to produce and deliver products and services to customers and to perform corporate support functions. In this chapter, we present an integrated approach for linking the strategic plan to forecasts for spending on operating and capital resources. This process (described in the second row of Figure 6-2 in Chapter ...
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O’Reilly covers everything we've got, with content to help us build a world-class technology community, upgrade the capabilities and competencies of our teams, and improve overall team performance as well as their engagement.Julian F.
I wanted to learn C and C++, but it didn't click for me until I picked up an O'Reilly book. When I went on the O’Reilly platform, I was astonished to find all the books there, plus live events and sandboxes so you could play around with the technology.Addison B.
I’ve been on the O’Reilly platform for more than eight years. I use a couple of learning platforms, but I'm on O'Reilly more than anybody else. When you're there, you start learning. I'm never disappointed.Amir M.
I'm always learning. So when I got on to O'Reilly, I was like a kid in a candy store. There are playlists. There are answers. There's on-demand training. It's worth its weight in gold, in terms of what it allows me to do.