Performance Measurement Reflection: Beyond the Balanced Scorecard

Author: (USA) Meyer M. W.
Publisher:
Publish Date: 2005-06-01
Features: Why is performance measurement always a headache? Can absolute accurate performance measurement be achieved? Can the Balanced Scorecard, widely adopted by American enterprises, solve the potential problems of performance measurement? "Performance measurement always distorts behavior, so we should measure what is truly important more accurately and always remember that our measurements will never be perfect. However, this should not be a reason to abandon measurement." — Professor Sandra Dawson (Sandra Dawson), University of Strathclyde, Institute of Management Research Reviews "Performance Measurement Reflected fundamentally challenges some of the measurement assumptions we persist in today." — Professor Andy Neely, Cranfield Management School "This book fairly evaluates the Balanced Scorecard and proposes an alternative solution to many of the problems associated with the Balanced Scorecard method. For organizational managers using the Balanced Scorecard method, this is a 'must-read'!" — Professor Harold Doty (Harold Doty), Syracuse University Management School "The author presents a new method for monitoring and measuring (ABPA) with sharp and persuasive logic, which enables companies to pursue both customer differentiation at the client level and efficiency at the functional level—all by advancing strategic decisions to the customer level." — Professor Ian C. Macmillan (Lan C. Macmillan), University of Pennsylvania, Wharton School This book primarily explores the following questions: Is there an inherent gap between the mainstream concept of performance and the ability to measure performance? Are people exploiting the gap between "what we want to measure" and "what we can measure"? Does the Balanced Scorecard correct the inherent flaws and distortions of almost all performance measurement standards? Does it exacerbate these flaws and distortions, or create new ones? Can we better measure performance by simplifying corporate performance to the performance of its activities? What are the strategic and managerial implications of simplifying corporate performance to the performance of its activities?