Rights Contact Login For More Details
More About This Title Handbook of Corporate Performance Management
English
The Handbook of Corporate Performance Management takes a practical approach, offering guidance on what works, tools to use, and how leadership makes an essential contribution to success.
THE BOOK IS BROADLY DIVIDED INTO FOUR SECTIONS:
- Section One Provides the essential toolkit for setting up and implementing a corporate performance management system. It covers the processes and approaches you need to make it work.
- Section two explains how you can use performance management to manage your business from tracking performance through the management review process to checking whether your strategy is still appropriate.
- Section three provides guidance for measuring specific key areas; financial performance, staff performance, customers, processes, competence and resource development, and sustainability.
- Section four is about bringing it all together. Case studies of individuals from widely differing organisations, who have all delivered great results, illustrate the importance of good leadership in creating a culture of high performance.
The Handbook of Corporate Performance Management is the essential guide to using performance measurement and management to get the best out of your business.
English
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.
English
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
12.Measuring Performance of People 135
12.1 Introduction 135
12.2 Essential elements for high performance 135
12.3 Measuring employee satisfaction and engagement 136
12.4 Performance appraisals 141
12.5 HR performance measures 145
12.6 Acting on results 147
Further reading and sources of information 147
13.Measuring Customers 149
13.1 Introduction 149
13.2 What are you measuring? 149
13.3 Using customer feedback 157
13.4 Summary 160
Further reading 161
14.Measuring Process Performance 163
14.1 Introduction 163
14.2 A process framework 163
14.3 Process measurement 164
14.4 Key process measures 165
14.5 Summary 169
Further reading 169
15.Measuring Competence and Resource Development 171
15.1 Introduction 171
15.2 Defining terms 171
15.3 Why measure resource and competence development? 172
15.4 A framework for displaying the relationship between resources and competences 176
15.5 Conclusion 183
Further reading 184
16.Measuring Financial Performance 185
16.1 Introduction 185
16.2 A shareholder perspective 186
16.3 Key shareholder ratios 189
16.4 Accounting ratios 191
16.5 Management ratios 194
16.6 Conclusion 196
Further reading 196
17.Measuring Sustainability 197
17.1 Introduction 197
17.2 What are ‘sustainability’ and ‘corporate responsibility’? 197
17.3 What are the benefits? 199
17.4 Building sustainability into your business 201
17.5 Conclusion 206
Further reading and sources of information 206
18.Creating a Culture of High Performance 209
18.1 Introduction 209
18.2 Creating the right environment 209
18.3 Creating the right culture 210
18.4 Recruiting the right people 212
18.5 What motivates? 214
18.6 Dealing with underperformers 215
18.7 Understanding your influence 216
18.8 Direction setting and engagement 217
18.9 Communication 218
18.10 Conclusion 219
Further reading 219
19.Leadership Vignettes 221
19.1 Introduction 221
19.2 Paul Woodward – Chief Executive, Sue Ryder Care 221
19.3 PY Gerbeau – Chief Executive, X-Leisure 223
19.4 Richard Boot OBE – IRC Global Executive Search Partners 225
19.5 David Child 227
19.6 Baroness Sally Greengross 229
19.7 Charles Carter 231
19.8 Nigel Bond – CEO, Domino Printing Sciences 232
19.9 Mark Lever – CEO, National Autistic Society 236
19.10 Mike Ophield 239
19.11 Andy Wood – Chief Executive, Adnams plc 242
20.Bringing It All Together 245
20.1 Introduction 245
20.2 Performance measurement 245
20.3 Performance management 246
20.4 Performance leadership 248
Further reading 251
Index 253
