Showing posts with label performance measurement. Show all posts
Showing posts with label performance measurement. Show all posts

Five Key Principles of Corporate Performance Management Review

Five Key Principles of Corporate Performance Management
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Five Key Principles of Corporate Performance Management Review
Many senior-level executives are about to launch or are now in the midst of performance improvement initiatives of one kind or another such as TQM, Lean, Six Sigma, or some variation thereof. For them especially, the material that Bob Paladino provides in this book will be of substantial value because he offers a remarkably comprehensive briefing on all manner of best practices from a variety of sources which include the U.S. President's Malcolm Baldridge National Quality Award recipients, the Kaplan and Norton Global Balanced Scorecard Hall of Fame inductees, recipients of the Deming Quality Award, Fortune magazine's "100 Best Companies to Work For," Best Practice Partner Award recipients selected by APQC (previously known as the American Productivity Center and the American Productivity & Quality Center), and Forbes magazine's "Best Managed Companies." From this abundance of information, Paladino has identified "five key principles" that, in my opinion, are relevant to any organization (regardless of size or nature) that is committed to producing more and better results in less time, and at a lower cost. Hence the importance of effective corporate performance management (CPM).
He carefully organizes his material within nine chapters, devotes a separate chapter to each principle, and then in the final chapter provides a three-step "CPM Diagnostic" to conduct a self-assessment and baseline where each reader is at this point in her or his corporate performance management "journey." (Paladino's choice of the word "journey" is appropriate, given the fact that performance improvement initiatives are best viewed as a "marathon" rather than as a "sprint.") I especially appreciate Paladino's brilliant use of a lean best practice case study approach to strategy management to bring together disparate methods into an integrated, simplified CPM framework.
In fact, most case studies are segmented and extended within Chapters 3-9, coordinated with his focus on a separate best practice in each chapter. The commendably varied exemplar (i.e. high performance) organizations include Crown Castle International, the City of Coral Springs (FL), the Tennessee Valley Authority, LB Foster Company, the American Red Cross, Ricoh, and Sprint Nextel. Supplementary case studies include those of the Florida Department of Health (Chapter 6), Houston Chronicle (Chapter 7), and Raytheon Company (Chapter 8). Important lessons can be learned from these high-performance organizations, lessons that can help others to avoid becoming one of the nine of ten that fail to implement their business strategies.
Paladino cites the results of rigorous and extensive research conducted by Robert S. Kaplan and David P. Norton that reveals four common barriers: vision (only 5% of the workforce understands the strategy), management (only 15% of executive teams spend more than one hour per month discussing strategy), people (only 25% of managers have incentives linked to strategy), and resources (only 40% of organizations link budgets to strategy). To repeat, important lessons can be learned from these high-performance organizations, lessons that can help others to avoid becoming one of the nine of ten that fail to implement their business strategies.
Whether or not decision-makers who read this book learn these lessons and then take appropriate action in response to them is, of course, for them to decide. There's "bad news" and "good news." First the bad news: Most probably won't. Now the good news: Most probably won't.Five Key Principles of Corporate Performance Management Overview

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Implementing the IT Balanced Scorecard: Aligning IT with Corporate Strategy Review

Implementing the IT Balanced Scorecard: Aligning IT with Corporate Strategy
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Implementing the IT Balanced Scorecard: Aligning IT with Corporate Strategy ReviewI was looking for a book to assist in implementing the scorecard approach in my IT shop. Most books on the subject were too generic - too focused on business and not on IT. The Keyes book is very specific to IT. It thoroughly explained the topic and was loaded with useful measures I could use right away.Implementing the IT Balanced Scorecard: Aligning IT with Corporate Strategy Overview

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Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational Success Review

Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational Success
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Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational Success ReviewDEAN SPITZER has produced a ground-breaking book that shatters long-held, deeply entrenched conceptualizations of measurement that have resulted in measurement dysfunction. Moving beyond classical measurement theory and the focus on technical measures, Dean challenges all who create, track, use and are affected by performance measures to move away from measurement dysfunction characterized by:
1.Excessive focus on rewards
2.Fear
3.Measuring the wrong things
4.Measuring `looking good,' rather than `being good'
5.Measuring too much
6.Sub-optimization (measuring in functional silos)
7.Cheating
His cogent, compelling, specific remedies for transforming traditional performance measurement are to focus instead on:
1.Context: Continuously improve how measurement is experienced. [We rarely think about the "measurement experience" in organizations!]
2.Focus: Focus on measuring the right things. Focus on the `critical few' transformational measures, rather than the `trivial many' routine ones.
3.Integration: Use measurement frameworks and cross-functional measures to break down barriers and align the organization.
4.Interactivity: Performance measurement is just a bunch of `metrics' if it isn't the basis for dialogue. Dialogue around measurement makes it come alive, makes it meaningful, and promotes organizational learning.
Dr. Spitzer's thoughtful book is destined to be a classic due to its focus on the human aspects of performance measurement. Kudos and my gratitude to him for producing this practical guide.
Malcolm J. Conway
IBM Global Business Services
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Balanced Scorecard Step-by-Step: Maximizing Performance and Maintaining Results Review

Balanced Scorecard Step-by-Step: Maximizing Performance and Maintaining Results
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Balanced Scorecard Step-by-Step: Maximizing Performance and Maintaining Results ReviewThis book gives you the power to say "Thank you, but no thank you" to the legions of high-priced consultants (like myself) who offer to help design, establish and implement your company's balanced scorecard.
While Robert Kaplan did write the introduction, he and Norton must be very dissappointed that they didn't write this book -- I'm certainly sorry that I didn't write it. Author Paul R. Niven provides all the tools, methodologies and steps necessary to create and execute your own balanced scorecard. He's held nothing back. It's all here. Whether you lead a local non-profit or are the CEO of a Fortune Global 500 corporation (like my clients), Niven has provided detailed step-by-step instructions for both of the key phases of the balanced scorecard project:
I. Planning Stage:
Step One: Develop objectives
Step Two: Determine appropriate organizational unit(s).
Step Three: Gain executive sponsorship.
Step Four: Build your balanced scorecard team.
Step Five: Formulate your project plan.
Step Six: Develop a communication plan.
II. Development Stage:
Step One: Gather and distribute background material.
Step Two: Develop mission, values, vision, and strategy.
Step Three: Conduct extensive interviews.
Step Four: Develop objectives and measures.
Step Five: Develop cause-and-effet linkages.
Step Six: Establish targest for your measures.
Step Seven: Develop the implementation plan.
This book is fantastic. In fact, I'm thinking about placing a bulk order for the book to give to all my clients. On second thought, why give away all the "secrets?" Seriously, this is one of the best business and management books I've read this year. Overall grade: AAA+++/Highly Recommended.Balanced Scorecard Step-by-Step: Maximizing Performance and Maintaining Results Overview

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