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Strategy Maps
Robert S. Kaplan, David P. Norton - Harvard Business School Press - 2004 |
Converting Intangible Assets into Tangible Outcomes
Robert S. Kaplan and David P. Norton have created a powerful new tool -the "strategy map"- that enables companies to describe the links between intangible assets and value creation with a clarity and precision never before possible. Strategy Maps is a blueprint any organization can follow to align processes, people, and information technology for superior performance.
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Six Sigma Business Scorecard
Praveen Gupta, A. William Wiggenhorn - McGraw-Hill Professional - 2003 |
| Creating a Comprehensive Corporate Performance Measurement System. The Six Sigma Business Scorecard is a powerful way of measuring and insuring success in today's dynamic environment. Based on the proven methodology of Six Sigma, this book is packed with insights that guarantee superior results for any organization. The concise step-by-step approach in building the overall Business Performance Index provides the guidance necessary for immediate implementation by small or large companies.
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Psychological Management of Individual Performance
Sabine Sonnentag - John Wiley & Sons - 2002 |
| Leading international authors come together in this integrative and comprehensive handbook, to combine academic research findings and to provide detailed practice-relevant information, on subjects such as performance concepts, work design, cognitive ability and personality as predictors of performance, performance appraisal and potential analysis, goal setting, training, mentoring, reward systems, strategic HRM as well as broader issues such as well-being and organizational culture.
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Essentials of Corporate Performance Measurement
George T. Friedlob, Lydia L. F. Schleifer, Franklin J. Plewa - John Wiley & Sons - 2002 |
| Full of valuable tips, techniques, illustrative real-world examples, exhibits, and best practices, Essentials of Corporate Performance Measurement will help you stay up to date on the newest thinking, strategies, developments, and technologies in corporate performance measurement.
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Balanced Scorecard Software Report
Bernard Marr, Andy Neely - InfoEdge, Inc. - 2002 |
| This has been designed to guide you through the process of selecting the right software solution for your organization by offering a Decision Framework, as well as detailed evaluations of 28 major Balanced BSC software products available today. The BSC Decision Framework includes 46 specific factors that were used in the evaluation of each of the BSC-related software products that are included in this report.
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Web Metrics
Jim Sterne - John Wiley & Sons - 2002 |
| Web Metrics uncovers the latest tools and techniques that will help you determine if and how your Web site is adding value to your company. Jim Sterne clearly shows you how to use marketing and customer relationship management metrics to improve your Web marketing strategies. He also explains the role of Web metrics, detailing the criteria to follow in order to build a successful site and gain a competitive advantage in the marketplace.
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Business Performance Measurement
Andy Neely - Cambridge University Press - 2002 |
| This book is a collection of papers written by an acknowledged expert in his or her field, all addressing a specific aspect of business performance measurement. The book has five parts of which part 1 is addressing functional analyses; part 2 is covering the theoretical foundations; part 3 is about frameworks and methodologies; part 4 gives some practical applications and part 5 some specific measures.
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The Performance Prism
Andy Neely, Chris Adams, Mike Kennerley - Financial Times Prentice Hall; ISBN: 0273653342 - 2002 |
| The Performance Prism is a second-generation performance measurement & management framework that is innovative in its approach. The book contains critical reviews of the major measurement frameworks available today - including the balanced scorecard, the business excellence model and shareholder value analysis. It gives an introduction of the performance prism - that addresses the shortcomings of the existing measurement frameworks. A catalogue of performance measures is included!
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Balanced Scorecard Step-by-Step
Paul R. Niven - John Wiley & Sons - 2002 |
| Maximizing Performance and Maintaining Results. Paul Niven shares his extensive practical experience as a project leader and consultant in developing Balanced Scorecards through detailed step-by-step discussions. You will learn how to ensure the Balanced Scorecard becomes an integral component of the management systems by cascading it to all levels of the organization, aligning budgets and compensation with strategy, reporting results with software, and putting in place systems to ensure lasting success.
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Balanced Scorecard Step-by-Step for Government and Nonprofit Agencies
Paul R. Niven - John Wiley & Sons - 2001 |
| This book helps public and not-for-profit organizations to overcome the unique challenges they face when implementing a Balanced Scorecard. The authors bring a wealth of implementation knowledge and experience to this book, leading to hands-on, practical guidance and tips that ensure success.
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The E-Aligned Enterprise
Jac Fitz-Enz - Amacom - 2001 |
| How to Map and Measure Your Company's Course in the New Economy? How can we measure true return on investment in a faster-moving, open-system world? How do we improve results in this new world using the same intellectual capital; our people? These are the questions that far-sighted executives are asking. Fitz-enz answers by examining four key areas, each culminating in a Scorecard that lets readers gauge their own ROIs.
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The HR Scorecard
Brian E. Becker, Mark A. Huselid, Dave Ulrich - Harvard Business School - 2001 |
| A text outlining a powerful measurement system for highlighting the role that human resources plays as a source of competitive advantage and a driver of value creation in a company. Builds on the proven Balanced Scorecard model, showing how to link HR's results to measures that gain respect such as profitability and shareholder value.
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Measuring Performance
Dr. Bob Frost - Measurement International - 2000 |
| This primer distills the essence of an important topic and presents it in plain language for leaders. Measuring Performance show how advanced measures are giving leaders new leverage to create change, manage performance, and produce better results. It covers developing the right measures, using metrics to improve performance, and key issues that arise in deploying metrics.
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Performance Scorecards
Richard Y. Chang, Mark W. Morgan - Jossey-Bass - 2000 |
| Using an engaging fictional storyline, this author team shows busy managers how to implement Performance Scorecards, a measurement tool that reveals areas of weakness and strength in all aspects of business performance.
As todays business leaders struggle to decipher a daily deluge of reports, e-mails, and briefings, measuring actual performance both personal and organizational has become an enormous challenge. The author team uses a customized approach as they take on the challenging undertaking of meeting the demands of all types of businesses.
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The consultants scorecard
Jack Phillips - McGraw-Hill - 2000 |
| Measure the business impact of any consulting project! Consulting clients want to know that the large fees they pay will bring measurable results to their organization and successful consultants work hard to communicate the value of their work to clients. The problem is, both consultants and clients have been frustrated by the lack of rigorous methods for measuring the impact of the consultant's work. The Consultant's Scorecard offers solutions to this "accountability crisis" in the consulting profession by explaining how consultants can prove the value of their work to clients.
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The Strategy-focused Organization
Kaplan & Norton - Harvard Business School Press - 2000 |
| In The Strategy-Focused Organization, Kaplan and Norton explain how companies like Mobil, CIGNA, and Chemical Retail Bank have effectively used this approach for nearly a decade, and in the process present a step-by-step implementation outline that other organizations could use to attain similar results. Their book is divided into five sections that guide readers through development of a completely individualized plan that is created with "strategy maps", then infused throughout the enterprise and made an integral part of its future.
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Managing Maintenance
Terry Wireman - Industrial Press, Inc. - 1999 |
| This book is a guide to applying performance measurement indicators to equipment and asset maintenance and linking these indicators to the long-term goals of an organization. A number of techniques and tools are explored, including workflow programs, total productive maintenance, inventory and procurement procedures, etc. in order to effectively manage maintenance.
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Make Success Measurable
Douglas Smith - John Wiley - 1999 |
| Performance begins with focusing on outcomes instead of activities. In my experience, most people in most organizations most of the time do the reverse. They concentrate their efforts on the pursuit of activities instead of outcomes. As a result, they rarely set or achieve performance results that matter. Today's performance challenges demand outcomes--both financial and nonfinancial--that must simultaneously benefit customers, shareholders, employees, and management.
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Performance Drivers
Nils-Göran Olve, Jan Roy, Magnus Wetter - John Wiley - 1999 |
| The concept of the Balanced Scorecard, first introduced by Kaplan and Norton in a Harvard Business Review article in 1992, enables managers and company leaders to implement a successful performance measurement plan which incorporates both financial and operational concerns. It gives managers a fast, comprehensive view of the business, allowing them to focus on critical areas and drive the organization's strategy forward. Today, numerous large consultancies and their large, multinational clients are using the Balanced Scorecard as a method of performance measurement and a performance driver.
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Measures of Quality and High Performance
Richard M. Hodgetts - Amcom - 1998 |
| By blasting apart outdated perceptions and focusing on new value-adding strategies, Measures of Quality & High Performance explains the operating secrets of top companies. Based on extensive research with 19 organizations that have received the Malcolm Baldrige National Quality Award, the book explains how each broke free of old strangleholds to achieve breakthrough results.
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Operational Performance Measurement
W. J. Kaydos - CRC Press - St. Lucie Press - 1998 |
| Operational performance measurement is a powerful concept that can be applied to any business activity. It is a new and effective approach to improving performance that has produced dramatic improvements - like improving quality 70% in six months. Featuring a new integrated theory of performance measurement, the book provides practical procedures, examples, guidelines, and case studies that bring the theory to life. When managers put the principles and procedures to work, they will find they have made their jobs easier as well as improved their company's bottom line.
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Measuring Investment Performance
Harvard Business Review - Harvard Business School Press - 1998 |
| Here are the landmark ideas that have established the Harvard Business Review as required reading for ambitious businesspeople in organizations around the globe. The works collected in Harvard Business Review on Measuring Corporate Performance--including the three groundbreaking articles on the balanced scorecard by Kaplan and Norton--offer managers practical guidance for measuring their intangible assets (customer relationships, internal business processes, and employee learning) and aligning corporate strategy accordingly.
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Keeping Score
Mark Graham Brown - Productivity Inc - 1996 |
| Shows how to pinpoint key measures when measuring and analyzing organizational data, demonstrating how to evaluate the current approach to measurement and how to redesign inadequate metrics and systems used to collect and report data. Details methods for measuring financial performance, customer satisfaction, product/service quality, operational performance, and employee satisfaction. For corporate and organizational managers.
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The Balanced Scorecard: Translating Strategy into Action.
R. S. Kaplan & D. P. Norton - Harvard Business School - 1996 |
| Here is an accounting text that requires absolutely no knowledge of methods and acronyms, but rather needs a strong business orientation to understand. What professor Kaplan and consultant Norton have created is a system that not only measures but, more important, manages such elusive corporate goals as mission, vision, customer and employee satisfaction, and the like. The "balanced scorecard" they've devised is based on long-term studies of five companies. The beauty of the scorecard is its reality-grounded perspective; the authors readily admit, for instance, that if such a system is put into effect, it will fail without the consensus of senior management. For organizations and their employees undergoing change.
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