Strategy and Performance: Getting the Measure of Your Business
Cambridge University Press
Edition: Pap/Com, 6/13/2002
EAN 9780521750318, ISBN10: 0521750318
Paperback, 156 pages, 24.6 x 17.5 x 1.5 cm
Language: English
Understanding how your manufacturing business performs is essential to remaining competitive, but is extremely difficult to do. The main purpose of this book is to provide directors, managers, change agents and consultants with simple but effective tools to help design and implement performance measurement systems, such as the Balanced Scorecard. It contains specific tools which will be of interest to practising managers and consultants. These tools and techniques have been developed over many years and honed through application in companies such as Rolls-Royce Aerospace and Federal Mogul. Besides large multi-nationals, the techniques have also been used effectively in medium and smaller sized entreprises and are appropriate to any manufacturing company employing fifty people or more. Supporting material is available online at www.cambridge.org/9780521750318. This book also forms part of a three-volume set covering business strategy, performance, and competencies.
Part I. Process Overview
1. What is performance and why measure it?
2. What does a performance measurement system include?
3. The process of performance measurement system design
4. Summary of phase 1 of the procedure
5. Summary of phase 2 of the procedure
6. Participation
7. Internal participation
8. External participation
9. Process and project management
10. Launching the process
11. Further reading
Part II. Selecting a Facilitator
12. Launching the process
13. The workbook
14. What are our main customer-product groups?
15. What are our business objectives?
16. Are we achieving our business objectives?
17. Have we chosen the right measures?
18. Using our measures to manage the business
19. What can we use to drive performance towards our objectives?
20. Which performance drivers are the most important?
21. How do we know these drivers are working?
22. Have we chosen the right measures for the drivers?
23. Using these measures to drive business performance.