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List price: $15.10 (that's 30% off!)
Used price: $10.49
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Used price: $17.00
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Unfortunately, it must never have been widely read. I've never met anyone else who remembers it. That's a sad fate for such a good book.
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Used price: $10.45
Collectible price: $15.88
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Collectible price: $50.00
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List price: $14.95 (that's 30% off!)
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I had the pleasure of reading THE THIRD DAY in manuscript form in 1999, and am pleased to see it has finally been given the due by a publisher it deserves. There is not much I can say (or want to say, for that matter) about the story and plot itself, short of spoiling the many twists and turns - both in plot and theme - through which this work travels toward its conclusion, that's not already addressed in the "Editorial Comment" for its Amazon listing; but about the theme... well, that's a different matter.
"Faith" is the theme, and though it is presented in the literal format of a "contemporary gospel," it shouldn't be surprising to the readers of Mr. Graham's McCleary cannon; for it is the issue that drives McCleary, a man who's faith is often put to the test as he explores the seedier, evil side of mankind in the setting of 19th Century Philadelphia. Transpose that test of faith, that wavering between Gnostic devotion and the trappings of tradition, to the time of Jesus, and split McCleary's inner debate on faith into a Christian and an agnostic out of another time - our time - and you have the setting for the thematic dilemma of THE THIRD DAY. What is faith? Who has it, who does not? How is it acquired? Is it acquired, learned or gleaned? Is it truth, belief, or both?
These are only a few of the challenges to the concept of faith Mr. Graham presents in THE THIRD DAY. As you read it, not only may you be surprised to find your own idea of faith put to the test - you'll be delighted to find that such an important issue can be relayed by way of a story with the drama and suspense of Mr. Graham's McCleary mysteries. After all, isn't faith one of the greatest mysteries?
- S.D. PETERS
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Used price: $6.99
Collectible price: $20.00
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Used price: $26.99
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1. Tracking output/outcome metrics that cannot be influenced or controlled
2. Gathering data that tells you what you already know
3. Gathering data for its own sake
NOTE: Brown and I apparently disagree about "data" which I consider a plural.
4. Relying heavily [too heavily] on customer satisfaction surveys
5. Executives focusing on detailed metrics
6. Measures that are not linked to the strategic plan
NOTE: Kaplan and Norton have much of great value to said about this in their most recent book, The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment
7. Failing to define Practical Correlations between [and among] key metrics
8. Reporting data that is difficult to read and analyze
9. "Superstitious" process metrics
10. Measures that drive the wrong performance
Brown explains how and why such "Mistakes" are made, how to correct them, and also how to avoid repeating them. For purposes of illustration, let's say your organization needs to improve performance in these three areas: Cycle Time, First Pass Yield, and On-Time Delivery. Although separate, they are also interdependent. Obviously there are problems which need to be solved. More often than not, a corrective action responds to symptoms rather than to root causes. We all know that many (most?) of those involved in any organizational process (regardless of nature and extent) fear change, resent what they perceive to be criticism of their performance, and will therefore resist (perhaps sabotage) efforts to transform the status quo. Hence the importance of formulating the correct metrics, applying them where they will generate the data needed, and -- meanwhile -- ensuring that the "score" kept is appropriate to whatever "game" is being played.
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Unlike Kaplan's and Norton's seminal (and decade old) book, "The Balanced Scorecard", this book is short on theory and heavy on practical applications. This is not a criticism of "The Balanced Scorecard" - just recognition of the fact that in the ensuing decade since that book was first published there have been lesson's learned about what does and does not work. The author distills these lesson's learned into this slim, content-filled book.
What I like most is the author clearly links metrics to vision, mission and strategy. This is what a balanced scorecard is supposed to be about, but this is not always so in practice. He also sorts out the difference between basic business indicators and critical success factors, which is augmented by an outstanding discussion (throughout the book) on top measurement mistakes, and a liberal sprinkling of tips throughout the book.
Probably the most valuable parts of the book are Part 3, where step-by-step procedures are given to implement an *effective* scorecard, and the appendices which contain case studies drawn from real organizations and actual scorecards. The examples given are worth their weight in gold and elevate this book from the theoretical to realistic and practical. My highest recommendation and 5 solid stars.
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Used price: $4.75
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List price: $14.00 (that's 57% off!)
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Used price: $10.51
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