Preface |
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xiii | |
Acknowledgements |
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xv | |
About the Author |
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xix | |
Part One Introduction |
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3 | (12) |
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1.1 Background to this book |
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4 | (6) |
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1.2 Motivation and principles |
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10 | (1) |
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1.3 Who is this book for? |
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11 | (1) |
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1.4 Structure of the book |
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12 | (1) |
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13 | (2) |
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Chapter 2 A Short History of Performance Measurement and Management |
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15 | (72) |
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16 | (3) |
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2.2 Performance measurement revolution |
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19 | (5) |
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2.3 Performance measurement from different perspectives |
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24 | (2) |
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2.4 Performance management |
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26 | (1) |
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2.5 Balancing the science with the art |
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27 | (2) |
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29 | (4) |
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33 | (54) |
Part Two The Science |
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Chapter 3 What Are We Managing? |
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87 | |
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3.1 Everyone has a different view |
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38 | (4) |
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3.2 How do companies compete? |
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42 | (4) |
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3.3 Value streams — focused business units that create value |
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46 | (7) |
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3.4 Business processes — the universal building blocks |
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53 | (4) |
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3.5 Managerial processes — thinking about the future |
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57 | (1) |
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3.6 Support processes — serving to create value |
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58 | (1) |
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3.7 Anatomy of an organisation — the universal competitive structure |
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59 | (1) |
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60 | (2) |
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62 | (6) |
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Chapter 4 Understanding and Managing Business Processes |
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68 | (11) |
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64 | (2) |
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4.2 What flows through the process? |
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66 | (1) |
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67 | (1) |
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4.4 Understanding what affects flow |
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68 | (4) |
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4.5 Measuring process performance |
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72 | (4) |
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76 | (2) |
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78 | (1) |
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Chapter 5 Messianic Performance |
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79 | (39) |
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80 | (2) |
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5.2 Developing a performance measurement system |
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82 | (1) |
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5.3 Communicating with measures |
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82 | (9) |
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5.4 Scorecards, cockpits, dashboards and war-rooms |
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91 | (10) |
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5.5 Creating effective visual performance measurement and management systems |
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101 | (7) |
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5.6 Reviewing performance |
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108 | (2) |
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110 | (2) |
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112 | (6) |
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Chapter 6 Summary: The Science of Managing Business Performance |
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118 | (1) |
Part Three The Art |
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Chapter 7 Drivers of Performance |
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119 | (64) |
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7.1 Measures of business performance |
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120 | (1) |
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7.2 Managing performance for the short-term (up to 2 years) |
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121 | (3) |
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7.3 Managing performance for the medium-term (2 to 5 years) |
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124 | (5) |
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7.4 Managing performance for the long-term (5+ years) |
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129 | (2) |
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131 | (1) |
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131 | (52) |
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Chapter 8 Capabilities, Culture and Performance |
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183 | |
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8.1 Understanding organisational capabilities |
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135 | (2) |
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8.2 How do organisational capabilities develop? |
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137 | (2) |
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139 | (6) |
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8.4 Managing organisational capabilities and culture |
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145 | (4) |
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149 | (1) |
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150 | (1) |
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Chapter 9 The People Component |
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151 | (18) |
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9.1 What kind of organisation would you like to work in? |
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153 | (2) |
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155 | (1) |
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9.3 What motivates people? |
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156 | (4) |
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9.4 What needs to change? |
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160 | (6) |
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166 | (1) |
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166 | (3) |
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Chapter 10 Balancing Organisational Controls |
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169 | (12) |
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10.1 What is the right balance? |
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170 | (2) |
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10.2 What happens when we get the balance wrong? |
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172 | (8) |
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10.3 Understanding the interplay between performance measurement and performance management |
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180 | (6) |
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10.4 Balancing organisational controls: Do's and don'ts |
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186 | (4) |
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190 | (1) |
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190 | |
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Chapter 11 Summary: The Art of Managing Business Performance |
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181 | (6) |
Part Four Effective Interventions |
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Chapter 12 Designing Effective interventions |
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187 | (34) |
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198 | (2) |
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12.2 The organisation as a system |
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200 | (3) |
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12.3 Who will decide what needs to change and how? |
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203 | (2) |
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12.4 Technical vs. social intervention |
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205 | (4) |
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209 | (4) |
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12.6 Finding the trim-tab |
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213 | (5) |
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218 | (2) |
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220 | (1) |
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Chapter 13 Delivering Effective interventions |
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221 | (66) |
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13.1 Balancing short-term results with drivers of long-term sustainable performance |
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222 | (5) |
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13.2 Planning and monitoring interventions |
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227 | (3) |
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230 | (2) |
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13.4 Milestones: One big step at a time |
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232 | (1) |
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13.5 Making improvement part of the day job |
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232 | (3) |
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235 | (1) |
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236 | (51) |
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287 | |
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14.1 It's all about balance and harmony |
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238 | (1) |
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14.2 Learning the right balance |
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239 | (1) |
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240 | (1) |
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240 | (1) |
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Chapter 15 The Book In a Mahal |
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241 | (12) |
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15.1 Part One — Introduction |
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242 | (1) |
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15.2 Part Two — The Science |
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242 | (2) |
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15.3 Part Three — The Art |
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244 | (2) |
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15.4 Part Four — Effective Interventions |
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246 | (3) |
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249 | (4) |
Appendices |
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Appendix A Overview of Popular Performance Measurement Models and Frameworks |
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253 | (10) |
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254 | (1) |
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A.2 The Performance Measurement Matrix (PMM) |
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254 | (1) |
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A.3 The Performance Measurement Questionnaire (PMQ) |
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255 | (1) |
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A.4 The Results and Determinants Framework |
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255 | (1) |
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A.5 The Strategic Measurement Analysis and Reporting Technique (SMART) |
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256 | (1) |
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A.6 The Cambridge Performance Measurement Design Process |
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257 | (1) |
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A.7 The Pyramid of Organisational Development |
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258 | (1) |
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A.8 Integrated Performance Measurement System (IPMS) reference model |
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258 | (1) |
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A.9 The Business Excellence model of the European Foundation for Quality Management (EFQM) |
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259 | (2) |
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A.10 The Performance Prism |
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261 | (1) |
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262 | (1) |
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Appendix B Common Performance Measures |
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263 | (15) |
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B.1 Financially focused measures |
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264 | (1) |
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B.2 Customer-focused measures |
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264 | (1) |
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B.3 Internal process-focused measures |
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265 | (2) |
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B.4 Learning and growth-focused measures |
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267 | (1) |
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B.5 Advanced Performance Institute and Bernard Marr's 25 measures that every manager should know |
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268 | (1) |
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B.6 Oliver Wight International and the ABCD checklist for business excellence |
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269 | (1) |
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B.7 Supply Chain Operations Reference (SCOR) model |
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270 | (1) |
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271 | (7) |
Index |
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278 | |