Part I Understanding and Mapping Strategies
Chapter 1: Introduction
Chapter 2: Clarifying and Mapping your strategy
Chapter 3: Mapping Strategies in Practice (Case studies from Central Government like the Ministry of Defence, the Home Office, Local Government like Belfast City Council, Agencies like the Scottish Executive, The Government Car and Dispatch Agency, Other pubic Sector bodies such as the Bank of England, the Royal Air Force, the National Lottery Commission, Charities such as the Motor Neurone Disease Association, among others
Part II Extracting Value from Performance Info/Delivering Performance
Chapter 4: The Power of Key Performance Questions (New section on the importance of identifying and asking the right questions before designing indicators.)
Chapter 5: Gathering Relevant Performance Information (Edited
Chapter 5 of existing book)
Chapter 6: Creating an Enabled Learning Environment (Extended
Chapter 6 of the existing book with a new emphasis on Strategic Performance Improvement meetings, organisational culture and an RAF case study.)
Part III Aligning the Organisation
Chapter 7: Cascading Strategies and Achieving Alignment (New section on organisational cascade with various case studies)
Chapter 8: Aligning Planning and Budgeting (New section on how to align business planning and budgeting with strategic performance management)
Part IV Automation
Chapter 9: Benefits of Automation (Extended
Chapter 8 with new case examples)
Appendix: Selecting appropriate software (edited appendix)
