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Handbook of Corporate Performance Management

Book Description

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.

    Table of Contents

    1. Cover
    2. Contents
    3. Title
    4. Copyright
    5. Preface
    6. Acknowledgements
    7. Introduction
    8. Chapter 1: Performance and the Role of Measurement
      1. 1.1 Introduction
      2. 1.2 What is good performance?
      3. 1.3 Whose perspective?
      4. 1.4 Making comparisons
      5. 1.5 Present success and future sustainability
      6. 1.6 How is performance delivered?
      7. 1.7 The roles of a performance measurement system
      8. 1.8 The focus of measurement
      9. 1.9 The role of management and leadership
      10. 1.10 In summary
      11. Further reading
    9. Chapter 2: Practical Tools for Measuring Performance
      1. 2.1 Introduction
      2. 2.2 Elements of a performance measurement system
      3. 2.3 The Balanced Scorecard
      4. 2.4 The Performance Prism
      5. 2.5 Objectives and success maps
      6. 2.6 Designing measures
      7. 2.7 Summary
      8. Further reading
    10. Chapter 3: Designing the System
      1. 3.1 Introduction
      2. 3.2 A four phase life cycle
      3. 3.3 Design
      4. 3.4 How is this done in practice?
      5. 3.5 The debate
      6. 3.6 Developing the success map
      7. 3.7 Developing the measures
      8. 3.8 The next stage
      9. Further reading
    11. Chapter 4: Managing Implementation
      1. 4.1 Introduction
      2. 4.2 Phases of implementation
      3. 4.3 Why does implementation succeed or fail?
      4. 4.4 Hurdles and blockers
      5. 4.5 Steps to successful implementation
      6. 4.6 Conclusion
      7. Further reading
    12. Chapter 5: Assessing and Managing Change
      1. 5.1 Introduction
      2. 5.2 Change in context
      3. 5.3 Assessing resistance to change
      4. 5.4 Return on management
      5. 5.5 Assessing likelihood of implementation
      6. 5.6 Conclusion
      7. Further reading
    13. Chapter 6: Target Setting
      1. 6.1 Introduction
      2. 6.2 Why do you set targets?
      3. 6.3 Ten common problems
      4. 6.4 The target setting wheel
      5. 6.5 Closing remark
      6. Further reading
    14. Chapter 7: Linking Rewards to Performance
      1. 7.1 Introduction
      2. 7.2 Pitfalls
      3. 7.3 Linking rewards to performance
      4. 7.4 Examples
      5. 7.5 Summary
      6. Further reading
    15. Chapter 8: Managing with Measures – Statistical Process Control
      1. 8.1 Introduction
      2. 8.2 Variation and our reaction
      3. 8.3 Statistical process control
      4. 8.4 Performance and performance improvement
      5. Further reading
    16. Chapter 9: Using Measures – Performance Reviews
      1. 9.1 Introduction
      2. 9.2 The Performance planning value chain
      3. 9.3 Performance reviews
      4. Further reading
    17. Chapter 10: Using Measures to Manage – Challenging Strategy
      1. 10.1 Introduction
      2. 10.2 Company examples
      3. 10.3 Testing success maps in practice
      4. 10.4 Testing in theory and practice
      5. 10.5 Behavioural issues
      6. 10.6 Conclusion
      7. Further reading
    18. Chapter 11: Keeping Your Measurement Process up to Date
      1. 11.1 Introduction
      2. 11.2 Keeping the process up to date
      3. 11.3 When do you update targets?
      4. 11.4 Revising measures
      5. 11.5 Reviewing the measures in line with your success map
      6. 11.6 Reflecting on your strategy
      7. 11.7 Challenging strategy
      8. 11.8 Overcoming barriers to updating your system
      9. 11.9 Summary
      10. Further reading
    19. Chapter 12: Measuring Performance of People
      1. 12.1 Introduction
      2. 12.2 Essential elements for high performance
      3. 12.3 Measuring employee satisfaction and engagement
      4. 12.4 Performance appraisals
      5. 12.5 HR performance measures
      6. 12.6 Acting on results
      7. Further reading and sources of information
    20. Chapter 13: Measuring Customers
      1. 13.1 Introduction
      2. 13.2 What are you measuring?
      3. 13.3 Using customer feedback
      4. 13.4 Summary
      5. Further reading
    21. Chapter 14: Measuring Process Performance
      1. 14.1 Introduction
      2. 14.2 A process framework
      3. 14.3 Process measurement
      4. 14.4 Key process measures
      5. 14.5 Summary
      6. Further reading
    22. Chapter 15: Measuring Competence and Resource Development
      1. 15.1 Introduction
      2. 15.2 Defining terms
      3. 15.3 Why measure resource and competence development?
      4. 15.4 A framework for displaying the relationship between resources and competences
      5. 15.5 Conclusion
      6. Further reading
    23. Chapter 16: Measuring Financial Performance
      1. 16.1 Introduction
      2. 16.2 A shareholder perspective
      3. 16.3 Key shareholder ratios
      4. 16.4 Accounting ratios
      5. 16.5 Management ratios
      6. 16.6 Conclusion
      7. Further reading
    24. Chapter 17: Measuring Sustainability
      1. 17.1 Introduction
      2. 17.2 What are ‘sustainability’ and ‘corporate responsibility’?
      3. 17.3 What are the benefits?
      4. 17.4 Building sustainability into your business
      5. 17.5 Conclusion
      6. Further reading and sources of information
    25. Chapter 18: Creating a Culture of High Performance
      1. 18.1 Introduction
      2. 18.2 Creating the right environment
      3. 18.3 Creating the right culture
      4. 18.4 Recruiting the right people
      5. 18.5 What motivates?
      6. 18.6 Dealing with underperformers
      7. 18.7 Understanding your influence
      8. 18.8 Direction setting and engagement
      9. 18.9 Communication
      10. 18.10 Conclusion
      11. Further reading
    26. Chapter 19: Leadership Vignettes
      1. 19.1 Introduction
      2. 19.2 Paul Woodward – Chief Executive, Sue Ryder Care
      3. 19.3 PY Gerbeau – Chief Executive, X-Leisure
      4. 19.4 Richard Boot OBE – IRC Global Executive Search Partners
      5. 19.5 David Child
      6. 19.6 Baroness Sally Greengross
      7. 19.7 Charles Carter
      8. 19.8 Nigel Bond – CEO, Domino Printing Sciences
      9. 19.9 Mark Lever – CEO, National Autistic Society
      10. 19.10 Mike Ophield
      11. 19.11 Andy Wood – Chief Executive, Adnams PLC
    27. Chapter 20: Bringing It All Together
      1. 20.1 Introduction
      2. 20.2 Performance measurement
      3. 20.3 Performance management
      4. 20.4 Performance leadership
      5. Further reading
    28. Index