Value-Based Management in Government

Cover -- Title Page -- Copyright -- Contents -- About the Authors -- Acknowledgments -- Foreword -- Preface -- History and the Authors' Broader View of VBM -- Some Thoughts About "Value" -- Overview of the Book -- Balanced VBM but an Unbalanced Book -- Concluding Remarks -- Part 1: Value-Based Management in Government Concepts and Components -- Chapter 1 Challenges and Solutions to Address Dissatisfaction of Citizens and Taxpayers -- The us's Accountable Government Initiative -- From Performance-Based Management to Value-Based Management -- What Do Governments Hope to Gain from VBM? -- Chapter 2 Generating Value in a World of Uncertainty -- Defining Value -- Maximizing Value -- Building an Organizational Strategy to Deliver Value -- Building upon a Strategy -- Supporting The Decision-Making Process within Appropriate Limitations -- Providing Required Data for Appropriate Decision-Making -- Managing the Organizational Change -- Governing the Value-Based Management Framework -- Putting it all Together -- Part 2: Strategy Management and Governance -- Chapter 3 Strategy Setting and Execution: Setting and Linking Goals and Capabilities -- Managing Change as A Prerequisite to Managing Value -- Playing to Where the Puck is Going to Be -- Strategic Planning: An Essential Element of Navigating Change -- Linking Strategic and Operational Planning -- The Quest to Optimize Stakeholder Value -- Chapter 4 The Strategy Map and Its Balanced Scorecard -- Lack of Consensus -- Implementing Too Fast and Skipping Key Steps -- Measurements are both Social and Technical -- Scorecard or Report Card? The Impact of Senior Management's Attitude -- A Difference Between VBM and the Balanced Scorecard -- Why not an Automobile GPS Navigator for an Organization? -- Failures due to Arrogance, Ignorance, or Inexperience? -- How are Balanced Scorecards and Dashboards Different?.