Short-term goals

Author: Martin
Publisher:
Publish Date: 2004-09-01
Features:
Hundreds of world-renowned enterprises such as IBM, ATT, MasterCard, PG, Oracle, Dell, Unilever, Motorola, American Express, Marriott, etc.
Insights from thousands of management experts
Revealing the "secrets" of short-term goal management
Long-term goals are composed of short-term goals, and the achievement of short-term goals accumulates into long-term profits
After enduring setbacks, all business managers, senior executives, and CEOs finally realize that without managing short-term goals, long-term goals cannot be achieved. Thousands of management experts from hundreds of world-renowned enterprises such as IBM, ATT, MasterCard, PG, Oracle, Dell, Unilever, Motorola, American Express, and Marriott share their insights on short-term goal management with you. This book reveals the "secrets" that can help improve short-term performance, including:
l Bridging the serious gap between corporate strategic goals and the ability of frontline managers and employees to achieve these goals.
l Even the largest projects should be implemented through continuous incremental benefits, with every step in operations producing clear performance.
l Combining teams that work according to time and tasks, specifically dedicated to making necessary short-term decisions and long-term goals.
l Creating incentive mechanisms to reward those who generate short-term benefits.
Not every executive has the fortune to serve a company during its peak period. The "9/11" incident affected all companies to varying degrees, and people are also facing the challenge of responding to the imminent economic recession. To achieve good performance, executives feel increased pressure. Opportunities are fleeting, and if a company wants to seize these short-term opportunities promptly, it must take swift action. Sales wars originally lasting 6 to 12 months may now only last 30 days; with the full utilization of new technologies and real-time information, the time required may even be shorter. A truth of modern corporate life: Everyone is in the same situation, facing the same pressure: to take immediate action; strive for significant short-term results; and deal with overloaded workloads. The greater the success a company or individual achieves in short-term goal management, the more it reinforces and expands the need for "short-term goal management." This also means that the widespread connections between people and things have become a part of the business structure. This is neither good nor bad—it is simply a fact. This means that whether you like it or not, everyone not only needs to find a way to endure the long period but also needs to find a way to pass this time to their satisfaction.