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The Halo Effect: High-Performing, Agile, Learning Organizations (en Inglés)
Doris L. Chung
(Autor)
·
Jerry Tarasofsky
(Autor)
·
Pps Publishing
· Tapa Blanda
The Halo Effect: High-Performing, Agile, Learning Organizations (en Inglés) - Chung, Doris L. ; Tarasofsky, Jerry
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Reseña del libro "The Halo Effect: High-Performing, Agile, Learning Organizations (en Inglés)"
THE POWER OF THE HALO EFFECT METHODOLOGY The HALO Effect methodology is a next-generation resource for organizations seeking an instrument that meets the twin objectives of providing an assessment of what is and providing feedback that can mobilize toward what ought to be. The methodology presents a comprehensive and integrated picture of the organization. It provides numerous direct, indirect and comparison measures of organization strengths, weaknesses, opportunities and threats. In addition, it facilitates the management of desired change throughout the organization. The HALO Effect methodology is a new paradigm for implementing a program of continuous organization improvement and growth, organization adaptation to change, creating a culture of innovation, delighting customers and organization learning. It delivers objective, measurable benchmarks efficiently and economically, making this resource accessible to any size and type of organization. The methodology serves as a galvanizing event stimulating the entire organization to pay attention to stakeholder feedback. It goes beyond any typical survey, or other data gathering means to offer the organization a learning experience in organizational self-transformation. THE HALO EFFECT IS DISRUPTIVE AS THERE HAS NEVER BEEN A WAY TO: Translate the complexity of business in a way that all stakeholders can understand; Quickly and economically do a benchmarkable and comprehensive Strengths, Weaknesses, Opportunities and Threats (SWOT) analysis of an organization. Quantify the non-financial performance of any size enterprise without any disruption to their organization; Effectively measure and monitor operational performance change; Provide an independent qualification of nonfinancial business progress; Identify the cause/effect of all key aspects of an activity with the other elements of that business; Compare the external perspectives of customers and suppliers with the internal perspectives of management and staff on the exact same parameters; Benchmark a company's performance data with that of others in its industry/ sector.
