By Andrew Neely, Chris Adams, Mike Kennerley
ISBN-10: 0273653342
ISBN-13: 9780273653349
Comprehend higher what's taking place within your enterprise and determine the true development priorities. "You get what you measure," says the previous adage. yet is your company getting what it wishes from its present functionality size approach? Many enterprises have attempted quite a few scorecarding techniques, yet have chanced on that they did not carry what they sought after. Others have chanced on that Nineteen Nineties frameworks are insufficient for cutting-edge more and more advanced company surroundings of a number of priorities and stakeholders. except shareholders and buyers, numerous different stakeholders have an important function to play this day -- resembling staff, intermediaries, providers, alliance companions, regulators and groups. Stakeholder courting administration is the foremost to effectively navigating the various pitfalls of coping with during this new and swiftly evolving weather. The functionality Prism provides an cutting edge and useful technique to this phenomenon and offers the solutions to modern managing-with-measures demanding situations. It places key stakeholders, and dealing with the organisation's courting with every one of them, centre level with a singular framework. And, not like another techniques to the topic, it presents a degree of granularity on the way to enforce it effectively. simply one other administration concept? to the contrary, the authors -- from Cranfield institution of Management's Centre for enterprise functionality -- clarify what you must do, why it has to be performed, and the way to do it, illustrated with many examples of either most sensible and worst perform. we've got been expert that many of the CD Roms provided with this booklet have had faults. if so along with your replica, please touch our customer support crew on +44 (0)1279 623923 enq.orders@pearsoned-ema.com for a substitute CD Rom and quote the quantity ISBN 027366347X.
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Extra info for The Performance Prism: The Scorecard for Measuring and Managing Business Success
Sample text
A simple statement, but one with hidden complexity. What really makes a good measurement system? Should measures be linked to reward? Should measures be derived from strategy? How can measurement systems be structured so that they actually drive the behaviours you want in an organization? These are easy questions to ask, but they are invariably much harder to answer. So far, we have been highly critical and somewhat damning of performance measurement practice as it exists in many organizations today.
If an average is used how much data will be lost? ● Is the loss of ‘granularity’ acceptable? ● Would it be better to measure the spread of performance?
Anaging with measures makes such intuitive sense to most people that it is easy to assume that the majority of organizations must have got it cracked. After all, all that managing with measures involves is deciding which measures to track and then using these measures to drive performance improvement. A simple statement, but one with hidden complexity. What really makes a good measurement system? Should measures be linked to reward? Should measures be derived from strategy? How can measurement systems be structured so that they actually drive the behaviours you want in an organization?