【正文】 corporate vision and strategy. Selected References Campbell, Andrew. Keep the Engine Humming. Business Quarterly, Summer 1997, pp. 4046. Epstein, Marc, and JeanFran231。 the Balanced Scorecard. Strategy amp。 Sons, 2020. 3. Benchmarking Related Topics ? Best Demonstrated Practices ? Competitor Profiles Description Benchmarking improves performance by identifying and applying best demonstrated practices to operations and sales. Managers pare the performance of their products or processes externally to those of petitors and bestin class panies and internally to other operations within their own firms that perform similar activities. The objective of Benchmarking is to find examples of superior performance and to understand the processes and practices driving that performance. Companies then improve their performance by tailoring and incorporating these best practices into their own operationsnot by imitating, but by innovating. Methodology Benchmarking involves the following steps: ? Select a product, service, or process to benchmark。 ? Choose panies or internal areas to benchmark。 8 ? Analyze the data and identify opportunities for improvement。 Quality Center, 2020. Czarnecki, Mark T. How to Improve Your Organization’s Performance Through Effective Benchmarking. AMACOM, 1999. Fulmer, Robert M., Philip A. Gibbs, and Marshall Goldsmith. Developing Leaders: How Winning Companies Keep on Winning. Sloan Management Review, Fall 2020, pp. 4959. Harrington, H. James. The Complete Benchmarking Implementation Guide: Total Benchmarking Management. McGrawHill, 1996. Reider, Rob, and Harry R. Reider. Benchmarking Strategies: A Tool for Profit Improvement. John Wiley amp。 ? Align and focus an anization when going through a major turnaround。 ? Make internal improvements in the absence of external change. Selected References Carrol, John S., and Sachi Hatakenaka. Driving Organizational Change in the Midst of Crisis. Sloan Management Review, Spring 2020, pp. 7079. Conger, Jay Alden, Gretchen M. Spreitzer, and Edward E. Lawler, III. The Leader’s Change Handbook: An Essential Guide to Setting Direction and Taking Action. JosseyBass Inc., 1998. Harvard Business School. Harvard Business Review on Change. Harvard Business School Press, 1998. Heifitz, Ronald A., and Donald L. Laurie. The work of leadership. Harvard Business Review, December 2020, pp. 131140. 11 Hirschborn, Larry. Campaigning for Change. Harvard Business Review, July 2020, pp. 98104. Kotter, John P. Leading Change. Harvard Business School Publishing, 1996. Lancourt Joan. Leading Organizational Transformation. Prism, 1996. Nadler, David A., and Mark . Champions of Change: How CEOs and their Companies are Mastering the Skills of Radical Change. JosseyBass Inc., 1997. Nohria, Nitin, and Michael Beer. Cracking the Code of Change. Harvard Business Review, May 2020, pp. 133141. Quinn, Robert E. Deep Change: Discovering the Leader Within. JosseyBass Inc., 1996. Senge, Peter, Art Kleiner, Charlotte Roberts, Gee Roth, Rick Ross, and Bryan Smith. The Dance of Change: The Challenges to Sustaining Momentum in Learning Organizations. Doubleday, 1999. Smith, Douglas K. Taking Charge of Change: 10 Principles for Managing People and Performance. Perseus Publishing, 1997. 5. Contingency Planning Related Topics ? Groupthink ? Real Options Analysis ? Scenario Planning ? Simulation Models 12 Description Contingency Planning allows users to explore, and prepare for, the implications of several alternative futures. This avoids the dangers of singlepoint forecasts. By surfacing, challenging, and altering beliefs, managers can test their assumptions in a nonthreatening environment. Having examined the full range of possible futures, the pany can more rapidly modify its strategic direction as actual events unfold. Methodology The key steps in the Contingency Planning process are to: ? Determine the model’s scope and time frame。 ? Create divergent, yet plausible, scenarios with underlying assumptions of how the future might evolve。 ? Develop action plans based on either the solutions that play most robustly across scenarios, or the most desirable oute toward which a pany can direct its efforts。 ? Be prepared to modify it as required. Common Uses Through the use of the Contingency Planning methodology, a pany can: ? Achieve a higher degree of anizational learning。 ? Identify key levers that can impact the pany’s future。 ? Develop a distinctive, farsighted view of the future。 ? Establish plans to respond purposefully to changes in the environment. Selected References Barnes, James C., and Philip Jan Rothstein. A Guide to Business Continuity Planning. John Wiley amp。 Sons, 1997. Janis, Irving L., Groupthink: Psychological Studies of Policy Decisions. Houghton Mifflin Company, 1986. Mason, David H. ScenarioBased Planning: Decision Model for the Learning Organization. Planning Review, March/April 1994, pp. 611. Ringland, Gill. Scenario Planning: Managing for the Future. John Wiley amp。 Your Company. Doubleday, 1996. Van Der Heijden, Kees. Scenarios: The Art of Strategic Conversation. John Wiley amp。 ? Be difficult for petitors to imitate or procure in the market, thereby creating petitive barriers to entry。 ? Create links across businesses and functional units。 ? Encourage munication and involvement and place a strong value on municating across anizational boundaries。 ? Spawn new business development opportunities。 ? Increase awareness and understanding of the code. Senior managers should create ethics programs to introduce employees to the code and to facilitate mon understanding of the importance and mean