ISBN-10:
0470669365
ISBN-13:
9780470669365
Pub. Date:
11/29/2011
Publisher:
Wiley
Handbook of Corporate Performance Management / Edition 1

Handbook of Corporate Performance Management / Edition 1

by Mike Bourne, Pippa Bourne
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Overview

A corporate performance management system can transform your business - but only if it is designed and implemented in the right way. this book will provide you with the tools and approaches to help translate your strategy into action and make you aware of the pitfalls to be avoided.

The Handbook of Corporate Performance Management takes a practical approach, offering guidance on what works, tools to use, and how leadership makes an essential contribution to success.

THE BOOK IS BROADLY DIVIDED INTO FOUR SECTIONS:

  • Section One Provides the essential toolkit for setting up and implementing a corporate performance management system. It covers the processes and approaches you need to make it work.
  • Section two explains how you can use performance management to manage your business from tracking performance through the management review process to checking whether your strategy is still appropriate.
  • Section three provides guidance for measuring specific key areas; financial performance, staff performance, customers, processes, competence and resource development, and sustainability.
  • Section four is about bringing it all together. Case studies of individuals from widely differing organisations, who have all delivered great results, illustrate the importance of good leadership in creating a culture of high performance.

The Handbook of Corporate Performance Management is the essential guide to using performance measurement and management to get the best out of your business.

Product Details

ISBN-13: 9780470669365
Publisher: Wiley
Publication date: 11/29/2011
Pages: 280
Product dimensions: 6.60(w) x 9.70(h) x 1.10(d)

About the Author

Mike Bourne is Professor of Business Performance and Director of the Centre for Business Performance at Cranfield University's School of Management. Before joining academia, Mike spent 15 years in business, with roles in production management, strategy and acquisitions, HR, and general management. He gained his PhD from the University of Cambridge. His current research focuses on corporate performance measurement and management and he has spent the last fifteen years working with companies supporting senior management teams through the process of designing, implementing and using performance management techniques. he has worked with, and been consulted by, a number of organizations including Accenture, Amadeus, BAe Systems, DB Schenker, European central Bank, Lloyds SB, McCormick Europe, NHBC, Oki Europe, PWC, Schering, Thales, tube Lines and Unilever. He has authored over 100 publications and speaks international on the theme of business performance.

Pippa Bourne is regional Director for ICAEW, the membership organisation supporting Chartered Accountants around the world. She has an MBA and is a chartered marketer and has experience in marketing and general management roles. In her early business career she held marketing roles in research and analysis. Following this she ran a number of successful profit centres within a university and professional bodies. she used the Balanced Scorecard to enable a culture change within one of these organisations, refocusing the business and improving performance. She is the co-author of Balanced Scorecard - Instant Manager, Balanced Scorecard in a Week, Achieving High Performance, Motivating People and change Management in a Week, and was an editor of the journal Measuring Business Excellence.

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Table of Contents

Preface xi

Acknowledgements xiii

Introduction xv

1. Performance and the Role of Measurement 1

1.1 Introduction 1

1.2 What is good performance? 1

1.3 Whose perspective? 1

1.4 Making comparisons 2

1.5 Present success and future sustainability 3

1.6 How is performance delivered? 3

1.7 The roles of a performance measurement system 5

1.8 The focus of measurement 7

1.9 The role of management and leadership 9

1.10 In summary 10

Further reading 10

2. Practical Tools for Measuring Performance 13

2.1 Introduction 13

2.2 Elements of a performance measurement system 13

2.3 The Balanced Scorecard 15

2.4 The Performance Prism 19

2.5 Objectives and success maps 20

2.6 Designing measures 24

2.7 Summary 30

Further reading 31

3. Designing the System 33

3.1 Introduction 33

3.2 A four phase life cycle 33

3.3 Design 34

3.4 How is this done in practice? 34

3.5 The debate 35

3.6 Developing the success map 37

3.7 Developing the measures 39

3.8 The next stage 40

Further reading 40

4. Managing Implementation 41

4.1 Introduction 41

4.2 Phases of implementation 41

4.3 Why does implementation succeed or fail? 41

4.4 Hurdles and blockers 45

4.5 Steps to successful implementation 46

4.6 Conclusion 48

Further reading 48

5. Assessing and Managing Change 51

5.1 Introduction 51

5.2 Change in context 51

5.3 Assessing resistance to change 53

5.4 Return on management 54

5.5 Assessing likelihood of implementation 55

5.6 Conclusion 58

Further reading 58

6. Target Setting 59

6.1 Introduction 59

6.2 Why do you set targets? 59

6.3 Ten common problems 60

6.4 The target setting wheel 62

6.5 Closing remark 65

Further reading 65

7. Linking Rewards to Performance 67

7.1 Introduction 67

7.2 Pitfalls 67

7.3 Linking rewards to performance 71

7.4 Examples 75

7.5 Summary 78

Further reading 78

8. Managing with Measures – Statistical Process Control 81

8.1 Introduction 81

8.2 Variation and our reaction 81

8.3 Statistical process control 83

8.4 Performance and performance improvement 91

Further reading 92

9. Using Measures – Performance Reviews 93

9.1 Introduction 93

9.2 The Performance planning value chain 93

9.3 Performance reviews 99

Further reading 104

10. Using Measures to Manage – Challenging Strategy 105

10.1 Introduction 105

10.2 Company examples 105

10.3 Testing success maps in practice 109

10.4 Testing in theory and practice 113

10.5 Behavioural issues 117

10.6 Conclusion 118

Further reading 118

11. Keeping Your Measurement Process up to Date 119

11.1 Introduction 119

11.2 Keeping the process up to date 119

11.3 When do you update targets? 119

11.4 Revising measures 122

11.5 Reviewing the measures in line with your success map 123

11.6 Reflecting on your strategy 124

11.7 Challenging strategy 125

11.8 Overcoming barriers to updating your system 126

11.9 Summary 133

Further reading 133

12. Measuring Performance of People 135

12.1 Introduction 135

12.2 Essential elements for high performance 135

12.3 Measuring employee satisfaction and engagement 136

12.4 Performance appraisals 141

12.5 HR performance measures 145

12.6 Acting on results 147

Further reading and sources of information 147

13. Measuring Customers 149

13.1 Introduction 149

13.2 What are you measuring? 149

13.3 Using customer feedback 157

13.4 Summary 160

Further reading 161

14. Measuring Process Performance 163

14.1 Introduction 163

14.2 A process framework 163

14.3 Process measurement 164

14.4 Key process measures 165

14.5 Summary 169

Further reading 169

15. Measuring Competence and Resource Development 171

15.1 Introduction 171

15.2 Defining terms 171

15.3 Why measure resource and competence development? 172

15.4 A framework for displaying the relationship between resources and competences 176

15.5 Conclusion 183

Further reading 184

16. Measuring Financial Performance 185

16.1 Introduction 185

16.2 A shareholder perspective 186

16.3 Key shareholder ratios 189

16.4 Accounting ratios 191

16.5 Management ratios 194

16.6 Conclusion 196

Further reading 196

17. Measuring Sustainability 197

17.1 Introduction 197

17.2 What are ‘sustainability’ and ‘corporate responsibility’? 197

17.3 What are the benefits? 199

17.4 Building sustainability into your business 201

17.5 Conclusion 206

Further reading and sources of information 206

18. Creating a Culture of High Performance 209

18.1 Introduction 209

18.2 Creating the right environment 209

18.3 Creating the right culture 210

18.4 Recruiting the right people 212

18.5 What motivates? 214

18.6 Dealing with underperformers 215

18.7 Understanding your influence 216

18.8 Direction setting and engagement 217

18.9 Communication 218

18.10 Conclusion 219

Further reading 219

19. Leadership Vignettes 221

19.1 Introduction 221

19.2 Paul Woodward – Chief Executive, Sue Ryder Care 221

19.3 PY Gerbeau – Chief Executive, X-Leisure 223

19.4 Richard Boot OBE – IRC Global Executive Search Partners 225

19.5 David Child 227

19.6 Baroness Sally Greengross 229

19.7 Charles Carter 231

19.8 Nigel Bond – CEO, Domino Printing Sciences 232

19.9 Mark Lever – CEO, National Autistic Society 236

19.10 Mike Ophield 239

19.11 Andy Wood – Chief Executive, Adnams plc 242

20. Bringing It All Together 245

20.1 Introduction 245

20.2 Performance measurement 245

20.3 Performance management 246

20.4 Performance leadership 248

Further reading 251

Index 253

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