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Measuring Performance by Harvard Business School Press

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Articles

Campbell, Dennis. “Choose the Right Measures, Drive the Right Strategy.” Balanced Scorecard Report, May–June 2006.

Metrics overload is a common problem that can have serious consequences: specifically, it can make it difficult for employees to see what actions they should take to execute strategic objectives. Having too many metrics dilutes the focus and invariably means many are irrelevant. Here, accounting and performance measurement expert Dennis Campbell traces a major Canadian bank’s experience in overhauling its customer satisfaction metrics to make them meaningful—and actionable—to front-line employees.

Carney, Karen. “Successful Performance Measurement: A Checklist.” Harvard Management Update, November 1999.

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