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Beyond Performance Management: Why, When, and How to Use 40 Tools and Best Practices for Superior Business Performance [NOOK Book]

Overview


There’s a bewildering array of management tools out there. And they all promise to help you excel at the toughest parts of your job: defining your organization’s strategic direction, managing customers and costs, and boosting workforce performance.

But just 30 percent of these tools deliver as intended. Why? As Jeremy Hope and Steve Player reveal in Beyond Performance Management, while many tools are sound in theory, they’re misused by most ...
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Beyond Performance Management: Why, When, and How to Use 40 Tools and Best Practices for Superior Business Performance

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Overview


There’s a bewildering array of management tools out there. And they all promise to help you excel at the toughest parts of your job: defining your organization’s strategic direction, managing customers and costs, and boosting workforce performance.

But just 30 percent of these tools deliver as intended. Why? As Jeremy Hope and Steve Player reveal in Beyond Performance Management, while many tools are sound in theory, they’re misused by most organizations. For example, executives buy and implement a tool without first asking, “What problem are we trying to solve?” And they use tools to command and control frontline teams, not empower them—a serious and costly mistake.

In this eminently useful, clear-eyed book, the authors critically review dozens of well-known management tools—from mission statements, balanced scorecards, and rolling forecasts to key performance indicators, Six Sigma, and performance appraisals. They explain how to select the right tools for your organization, how to implement them correctly, and how to extract maximum value from each.

Brimming with rigorous analysis and solid advice, Beyond Performance Management helps you swiftly gauge the value of each management tool, as well as navigate the increasingly crowded field of offerings—so the tools you select deliver fully on their promise.
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Editorial Reviews

From the Publisher

“A handy guide for the manager who, when faced with a maze of possible strategies, needs a clearly defined and impartial explanation of how to develop his or her business.” — Engineering and Technology Magazine

“This is not an ordinary primer on management tools. With Hope as co-author, there is a deeper level of analysis. His critique centres not on the tools but on the people who use them. Ultimately, his book amounts to a strong critique of managers. [It] will challenge their prejudices about some management tools at least and force them to consider whether the weaknesses they perceive lie not in the tools but within themselves.” “Beyond Performance Management is Hope’s last book, as he died shortly before it went to press. He will be missed for his plain-speaking and incisive, unsparing critique of modern management, at a time when those qualities are very badly needed.” — The Financial Times

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Product Details

  • ISBN-13: 9781422142264
  • Publisher: Harvard Business Review Press
  • Publication date: 1/24/2012
  • Sold by: Barnes & Noble
  • Format: eBook
  • Pages: 288
  • Sales rank: 891,202
  • File size: 3 MB

Meet the Author


Jeremy Hope is cofounder of the Beyond Budgeting Round Table (BBRT) and has authored numerous books and articles on performance management including Reinventing the CFO (2006). Steve Player is the director of BBRT North America and coauthor of Future Ready (2010).
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Table of Contents

Preface ix

Introduction 1

Part I Strategic Planning

1 Mission Statements 9

2 Strategic Planning 20

3 Stretch Goals 31

4 Balanced Scorecard 39

5 Dynamic Resource Management 51

6 Enterprise Risk Management 65

7 Knowledge Management 75

8 Benchmarking 87

9 Sustainability 96

Part II Shareholder and Customer Value

10 Intangible Assets 105

11 Economic Value Added 114

12 Key Value Drivers 123

13 Revenue Growth Analysis 132

14 Customer Value Proposition 142

15 Customer Relationship Management 148

16 Strategic and Profitable Customers 157

17 Loyalty Management 165

Part III Lean Cost Management

18 Total Quality Management 177

19 Activity-Based Costing 185

20 Business Process Reengineering 193

21 Lean Manufacturing 202

22 Lean Services 213

23 Six Sigma 221

24 Target Costing 229

25 Lean Accounting 237

26 Shared Services 245

27 Outsourcing and Offshoring 252

28 Investment (Portfolio) Management 262

29 Expense Management 271

Part IV Performance Measurement

30 Enterprise Resource Planning (ERP) Systems 281

31 Business Intelligence 288

32 Key Performance Indicators 298

33 Rolling Forecasts 305

34 Business Analytics 317

35 Best-Practice Reporting 323

36 Open Book Management 330

Part V Performance Evaluation

37 Performance Appraisals 341

38 Recognition and Rewards 348

39 Executive Compensation 356

40 Profit-Sharing Schemes 366

Notes 373

Acknowledgments 389

About the Authors 391

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