Public sector organizations are about to enter one of the most challenging environments they have ever had to face as they bear much of the cost of the credit crunch. This timely book shows public sector leaders what they need to understand in order to be able to cope with these challenges.
|Publisher:||Palgrave Macmillan UK|
|Product dimensions:||6.00(w) x 9.30(h) x 1.10(d)|
About the Author
BERNARD MARR is a leading global expert and best-selling author on organizational performance. In this capacity he regularly advises companies, organizations and governments around the globe, which makes him an acclaimed and award-winning keynote speaker, consultant and teacher. Bernard Marr is acknowledged by the CEO Journal as one of today's leading business brains.
At present, Bernard heads up the famed Advanced Performance Institute. Prior to this he held influential positions at the University of Cambridge and at Cranfield School of Management. Today, he holds a number of visiting professorships and fellowships and he serves on the editorial boards of many leading journals and publications in the field. Bernard's expert comments on organizational performance regularly appear in high-profile publications such as the Financial Times, the Sunday Times, Financial Management, the CFO Magazine and the Wall Street Journal.
JAMES CREELMAN is a Fellow at the Advanced Performance Institute (API). He is a recognized global authority on Balanced Scorecard and Enterprise Performance Management (EPM). James is the author of 20 books and reports on the topic, including Managing Business in Asia: Succeeding with the Balanced Scorecard (a bestseller in Asia) and Reinventing Planning and Budgeting for the Adaptive Enterprise. As well as advising organizations on their balanced scorecard and EPM initiatives, James also leads workshops and training seminars throughout the world.
Table of Contents
About the Authors Acknowledgements Dedications Introduction Both Efficient and Effective, the New Public Sector Performance Agenda Balanced Scorecards, the Journey from Measurement to Strategic Performance Management Using Lean Thinking to Improve Strategic Performance Designing Strategy Maps to Agree Strategic Priorities Agreeing High Level Strategic Outcome Targets and Key Performance Indicators Selecting Strategic Initiatives Aligning Financial Management with Strategic Goals Keeping your Eyes on the Ball: Reporting and Reviewing Performance Building a Culture Focused on Strategic Performance Management Conclusion and Key Strategic Performance Questions