Jeroen van Breda Vriesman, Member of the Board, Achmea
"All executives face dilemmas. Frank Buytendijk, a performance management expert, does a terrific job of combining research, executive perspectives, and a practical view to improve our leadership skills and help us reconcile dilemmas."
Heidi Melin, Chief Marketing Officer, Polycom
"Frank excels in taking a broader view on performance management, and in being able to formulate his inspiring ideas and observations in a clear and understandable way. A formidable combination."
Dr. Carsten Bange, founder and Managing Director of Business Application Research Center (BARC)
"Buytendijk challenges best practices and offers a new view on decision–making in business and the public sector."
Dr. Edmund Stoiber, former Minister–President, Bavaria, Germany
"In this excellent book, Dealing with Dilemmas: Where Business Analytics Fall Short, author Frank Buytendijk explores dilemmas that frustrate those responsible for executing strategy . . . Frank Buytendijk is to be commended for the insights and awareness that this book brings to the market. It is an important work that will enhance the effectiveness of your organization."
From the Foreword, Dr. David Norton, co–creator of the Balanced Scorecard
Chapter 1: What′s the Problem?
What Is a Dilemma?
A Short Overview of History.
Chapter 2: Strategy Is about Making Choices, or Is It?
What Is Strategy?
Make the Choices that Create Options.
Chapter 3: All Kinds of Dilemmas, but Just a Few Types.
Identifying Dilemmas using the Balanced Scorecard.
Value or Profit?
Long–term or Short–term?
Top–down or Bottom up?
Inside–out or Outside–in?
Optimize or Innovate?
Listen or Lead?
Chapter 4: The Strategy Elastic.
Profiles in Performance.
Time to Take that Look in the Mirror.
Chapter 5: Dealing with Dilemmas, or Not?
How Not to Deal with Dilemmas.
How to Deal with Dilemmas: Either/Or.
How to Deal with Dilemmas: And/And.
The Right Mindset.
Dealing with Dilemmas Roadmap.
Chapter 6: To Decide or Not to Decide, That s the Question.
The Eye of Ambiguity.
A Few Examples.
Chapter 7: This and That.
Many–of–these versus Many–of–those.
Lifting the Constraints.
One–big–this versus One–big–that.
Improvement of Return.
One–big–this or One–big–that: Round Two.
Chapter 8: You and Me.
Morality and Ethics.
Three Elements to Resolve You–and–me Dilemmas.
A Structured Approach.
Top–down and Bottom–up.
Value and Profit.
Chapter 9: Now and Later.
Long term and Short term.
Listen and Lead, Optimize and Innovate.
Scenario Planning: Seeing What Others Don′t.
Scenario–based Strategy Maps.
Case: Tier 1 Talent.
Chapter 10: Increasing the Stakes.
Stakeholder Alignment Map.
Chapter 11: Closing Thoughts.
Relationships, Human Behavior, and Culture.
Appendix: Company Profiles.
AgriProc (anonymized name, United States).
Cox Communications (United States).
Global Soft Commodities Singapore (anonymized, Singapore).
Publishing Corp (anonymized, English–speaking country).
National Central Bank (anonymized, Europe).
Polycom (United States).
Dick Berlijn (Netherlands).
Dr. Edmund Stoiber (Germany).
About the Author.