Bullseye!: Hitting Your Strategic Targets Through High-Impact Measurement
220Bullseye!: Hitting Your Strategic Targets Through High-Impact Measurement
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Overview
Bullseye! treats measurement as a key senior-management business issue. The authors explore the role of measurement in adding clarity and specificity to an organization's strategy, and in driving efforts to translate strategy into operational initiatives and business results.
Organizational change and measurement experts William Schiemann and John Lingle have written the first book to provide a complete detailed blueprint for implementing a strategic measurement system. To resolve the measurement paradox, they have created as the centerpiece of Bullseye! a detailed case study that describes a four-phase process that will successfully transform any company into a measurement-managed organization. The four phases of this process are: defining a strategic business model, designing measures to support the model cascading the model and measures throughout the organization, and embedding the measures into the leadership processes of the organization.
In eminently readable prose, the authors confront head-on the powerful forces that conspire to prevent a company from gaining the full value from its measurement system. In the process, Schiemann and Lingle have developed an integrative framework that covers all the major measurement areas: markets and customers, finance, people, operations, the environment, and suppliers. In fact, the authors go Beyond other published accounts of measurement systems by providing strategic tools to manage customer, community, environmental, and regulatory stakeholders along with suppliers, and adaptability -- the level at which a company learns and innovates. Focus and speed, they argue, are the essential competitive qualities. Following the guidelines recommended in this book, executives with responsibility for setting and implementing strategy should be able to make significant improvements in three months and major changes within a year. Bullseye! is must reading for all general managers at the corporate, division, and business-unit levels.
Product Details
ISBN-13: | 9781439119419 |
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Publisher: | Free Press |
Publication date: | 06/30/2008 |
Sold by: | SIMON & SCHUSTER |
Format: | eBook |
Pages: | 220 |
File size: | 3 MB |
About the Author
Table of Contents
Contents
Part I
Resolving The Measurement Paradox
Chapter 1: Measurement Management: What is it and is it Worth the Effort?
Chapter 2: Measurement Management and Tomorrow's Organization
Chapter 3: How Well are Companies Measuring?
Chapter 4: Levers for a Measurement-Managed Organization
Part II
Building the Measurement-Managed Organization
Chapter 5: Developing the Strategic Template
Chapter 6: Designing the Measures
Chapter 7: Cascading the Measures
Chapter 8: Embedding the New Culture
Chapter 9: From Measurement Myth to Measurement Managed
Postscript on Action
Appendix: Linking High-Level Strategic Performance Measures to the Day-to-Day Business
Notes
Index
What People are Saying About This
Bullseye! shatters the prevailing notion that measurement is best left to the number crunchers. It convincingly demonstrates the strategic power of measurement and provides an impressive blueprint for using measurement to drive change and focus the creative energy of an organization.
(Robert A. Lutz, CEO and President, Excide Corporation; author of Guts: The Seven Laws of Business that Made Chrysler the World's Hottest Car Company)
The measurement of nonfinancial drivers of financial success is barely out of the dark ages. That's why this book helps answer a long-standing need.
(James L. Heskett, Professor Emeritus, Harvard Business School; coauthor of The Service Profit Chain)
The concepts outlined in Bullseye! help provide the strategic alignment up and down an organization that is essential for sustained growth.
(Lawrence A. Marsiello, President and CEO, The CIT Group/Commercial Services)
Introduction
Preface Bullseye! is about understanding and resolving the paradox of measurement. This paradox has been set up on the one hand by widespread rhetoric which extols the virtues of measuring business results. On the other hand, surprisingly few companies go beyond the rhetoric to put in place a disciplined approach for measuring the key nonfinancial, strategic performance areas that are crucial to an organization's success. Why is this the case? And how can organizations go about the task of putting in place a strategic measurement system that drives organizational change and business results? We begin by examining "measurement-managed organizations" -- those role-model companies that engage the power of measurement to propel them forward to their goals. What does it mean to be measurement managed? Are these companies really more successful than their non measurement-managed counterparts? Or, as we ask in Chapters 1 and 2, is measurement worth the effort? The measurement paradox would have been easily resolved had we discovered that measurement is not as valuable as popular opinion would lead us to believe. As you will see, we found nothing to contradict some of the widely extolled advantages of measurement. In fact, we discovered in a number of different studies that measurement-managed companies not only perform better financially compared to their non measurement-managed counterparts -- an average three-year ROI of 80 percent versus an average ROI of 45 percent -- but they exhibit superior performance on a number of cultural dimensions that are likely to become increasingly important for success in the twenty-first century. Once we examined the data, it became clear that measurement-managed organizations have discovered a weapon that should keep them competitive well into the next century. In Chapter 3 we look at a key piece of the measurement paradox by examining the deterrents that prevent organizations from doing a better job at strategic measurement. In Chapter 4 we discuss the process required for an organization to become a high-performing, measurement-managed organization. And herein lies the crux of the paradox: There are a number of powerful forces that conspire against changing the measurement system of any organization. Overcoming these forces requires a systematic change process that eludes many organizations. The failure to effect change has created the paradox in which there are so many companies with ineffective measurement systems in an environment that widely extols measurement but contains only a relatively small number of high performers. At the heart of the book, in Chapters 5 through 8, we use a case study to describe in fair detail a four-phase process that can successfully transform your company into a measurement-managed organization. The process, while challenging, enables an organization to realize rapid improvements as the measurement system is integrated into its day-to-day operations. We conclude in Chapter 9 with the seven deadly myths that derail measurement effectiveness, and we provide suggestions on how to puncture these myths to achieve effectiveness as a measurement-managed organization. Our main objectives in writing Bullseye! Hitting Your Strategic Targets Through High-Impact Measurement are to examine the role that strategic measurement plays in creating sustained business results and to provide guidance on how to make strategic measurement work for your organization. This book is intended for organizational leaders, whether they are at headquarters or in strategic business units, divisions, or plants. Any senior line or staff executive interested in making change happen and producing results should find take-home value in the pages that follow. Simplicity and speed are essential competitive qualities. Building Gothic monuments of measurement may satisfy the theorists, but this does little for executives on the firing line who must act, now. Serious readers should be able to make significant improvements within three months. Major change should be implemented within a year. If changes to your strategic measurement system do not show significant improvement within six to twelve months, they probably never will. Copyright © 1999 by Metrus Group, Inc.