Handbook of Corporate Performance Management

Informationen zum Autor MIKE BOURNE is Professor of Business Performance and Director of the Centre for Business Performance at Cranfield University's School of Management. Before joining academia, Mike spent 15 years in business, with roles in production management, strategy and acquisitions, HR, and general management. He gained his PhD from the University of Cambridge. His current research focuses on corporate performance measurement and management and he has spent the last fifteen years working with companies supporting senior management teams through the process of designing, implementing and using performance management techniques. He has worked with, and been consulted by, a number of organisations including Accenture, Amadeus, BAe Systems, DB Schenker, European Central Bank, Lloyds TSB, McCormick Europe, NHBC, Oki Europe, PWC, Schering, Thales, Tube Lines and Unilever. He has authored over 100 publications and speaks internationally on the theme of business performance. PIPPA BOURNE is Regional Director for ICAEW, the membership organisation supporting Chartered Accountants around the world. She has an MBA and is a chartered marketer and has experience in marketing and general management roles. In her early business career she held marketing roles in research and analysis. Following this she ran a number of successful profit centres within a university and professional bodies. She used the Balanced Scorecard to enable a culture change within one of these organisations, refocusing the business and improving performance. She is the co-author of Balanced Scorecard ? Instant Manager, Balanced Scorecard in a Week, Achieving High Performance, Motivating People and Change Management in a Week, and was an editor of the journal Measuring Business Excellence. Klappentext "Companies can gain a real competitive advantage from managing their performance effectively. This book is bristling with ideas, tools and practical examples of how your business can manage performance better." Mark Baker, Head of Risk and Assurance for Pentland Brands "Mike & Pippa Bourne have really covered the field with this book ? from the practical tools to the conceptual approaches. A thoughtful but highly practical approach to corporate performance measurement and management." Paul Woodward, CEO Sue Ryder - Former CEO Schering UK "The theory of corporate performance management is not complicated but putting it into practice is quite another issue. This book explains very clearly the underpinning theory and it also provides examples of how leaders have tackled some of the thorny problems associated with implementation." Mike Ophield, Managing Director, Crowcon "If you are finding it hard to implement your strategy then it's time to read this book. Corporate Performance Management will take you through the tools and approaches to ensure your strategy is executed and to manage the resulting performance." Andrew Brodie, HR Director, Faccenda Group Zusammenfassung A thorough and comprehensive guide to measuring and managing the performance of businesses! understanding where you are! communicating where you want to be and managing towards your longer term strategic goals. Measuring performance in a way which is linked to strategy and measures the right activities is a process which few organizations undertake! but those which do reap substantial benefits in terms of increased success. Even fewer organizations can maintain and use their measurement system effectively! engaging the workforce in delivering success. This book will show readers how to do just that! using relevant examples from a variety of organizations including:* Tesco's 'steering wheel'- a means of displaying what is important to the organization from boardroom to store - Terry Leahy has attributed much of Tesco's success to their performance management a...

List of contents

Preface xi
 
Acknowledgements xiii
 
Introduction xv
 
1. Performance and the Role of Measurement 1
 
1.1 Introduction 1
 
1.2 What is good performance? 1
 
1.3 Whose perspective? 1
 
1.4 Making comparisons 2
 
1.5 Present success and future sustainability 3
 
1.6 How is performance delivered? 3
 
1.7 The roles of a performance measurement system 5
 
1.8 The focus of measurement 7
 
1.9 The role of management and leadership 9
 
1.10 In summary 10
 
Further reading 10
 
2. Practical Tools for Measuring Performance 13
 
2.1 Introduction 13
 
2.2 Elements of a performance measurement system 13
 
2.3 The Balanced Scorecard 15
 
2.4 The Performance Prism 19
 
2.5 Objectives and success maps 20
 
2.6 Designing measures 24
 
2.7 Summary 30
 
Further reading 31
 
3. Designing the System 33
 
3.1 Introduction 33
 
3.2 A four phase life cycle 33
 
3.3 Design 34
 
3.4 How is this done in practice? 34
 
3.5 The debate 35
 
3.6 Developing the success map 37
 
3.7 Developing the measures 39
 
3.8 The next stage 40
 
Further reading 40
 
4. Managing Implementation 41
 
4.1 Introduction 41
 
4.2 Phases of implementation 41
 
4.3 Why does implementation succeed or fail? 41
 
4.4 Hurdles and blockers 45
 
4.5 Steps to successful implementation 46
 
4.6 Conclusion 48
 
Further reading 48
 
5. Assessing and Managing Change 51
 
5.1 Introduction 51
 
5.2 Change in context 51
 
5.3 Assessing resistance to change 53
 
5.4 Return on management 54
 
5.5 Assessing likelihood of implementation 55
 
5.6 Conclusion 58
 
Further reading 58
 
6. Target Setting 59
 
6.1 Introduction 59
 
6.2 Why do you set targets? 59
 
6.3 Ten common problems 60
 
6.4 The target setting wheel 62
 
6.5 Closing remark 65
 
Further reading 65
 
7. Linking Rewards to Performance 67
 
7.1 Introduction 67
 
7.2 Pitfalls 67
 
7.3 Linking rewards to performance 71
 
7.4 Examples 75
 
7.5 Summary 78
 
Further reading 78
 
8. Managing with Measures - Statistical Process Control 81
 
8.1 Introduction 81
 
8.2 Variation and our reaction 81
 
8.3 Statistical process control 83
 
8.4 Performance and performance improvement 91
 
Further reading 92
 
9. Using Measures - Performance Reviews 93
 
9.1 Introduction 93
 
9.2 The Performance planning value chain 93
 
9.3 Performance reviews 99
 
Further reading 104
 
10. Using Measures to Manage - Challenging Strategy 105
 
10.1 Introduction 105
 
10.2 Company examples 105
 
10.3 Testing success maps in practice 109
 
10.4 Testing in theory and practice 113
 
10.5 Behavioural issues 117
 
10.6 Conclusion 118
 
Further reading 118
 
11. Keeping Your Measurement Process up to Date 119
 
11.1 Introduction 119
 
11.2 Keeping the process up to date 119
 
11.3 When do you update targets? 119
 
11.4 Revising measures 122
 
11.5 Reviewing the measures in line with your success map 123
 
11.6 Reflecting on your strategy 124
 
11.7 Challenging strategy 125
 
11.8 Overcoming barriers to updating your system 126
 
11.9 Summary 133
 
Further reading 133

Report

'All in all, an interesting side-lecture if you want to take a break from the heavy figures finance book. ' (doitinvest.com, March 2012)

Product details

• Authors: M Bourne, Michael Bourne, Mik Bourne, Mike Bourne, Mike (Cranfield University) Bourne Bourne, Mike Bourne Bourne, Phillippa Bourne, Pippa Bourne, BOURNE MIKE BOURNE PIPPA, Bourne Pippa
• Publisher: Wiley, John and Sons Ltd
• Languages: English
• Product format: Hardback
• Released: 30.09.2011
• EAN: 9780470669365
• ISBN: 978-0-470-66936-5
• No. of pages: 288
• Subjects: Guides > Law, job, finance; Social sciences, law, business > Business > Business administration; Corporate Performance Management, Finance & Investments, Finanz- u. Anlagewesen, Personal Finance / Financial Advising, Private Finanzen / Beratung