Strategy and Performance: Getting the Measure of Your Business by Andy NeelyStrategy and Performance: Getting the Measure of Your Business by Andy Neely

Strategy and Performance: Getting the Measure of Your Business

byAndy Neely, Michael Bourne, John Mills

Paperback | July 29, 2002

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Understanding how your manufacturing business performs is essential to remain competitive, but extremely difficult to do. The main purpose of this book is to provide directors, managers, change agents and consultants with simple but effective tools to help design and implement performance measurement systems, such as the Balanced Scorecard. It contains specific tools which will be of interest to practicing managers and consultants. These tools and techniques have been developed over many years and honed through application in companies such as Rolls-Royce Aerospace and Federal Mogul. Besides large multi-nationals, the techniques have also been used effectively in medium and smaller sized entreprises and are appropriate to any manufacturing company employing 50 people or more.
Title:Strategy and Performance: Getting the Measure of Your BusinessFormat:PaperbackPublished:July 29, 2002Publisher:Cambridge University PressLanguage:English

The following ISBNs are associated with this title:

ISBN - 10:0521750318

ISBN - 13:9780521750318


Table of Contents

Part I. Process Overview: 1. What is performance and why measure it?; 2. What does a performance measurement system include?; 3. The process of performance measurement system design; 4. Summary of phase 1 of the procedure; 5. Summary of phase 2 of the procedure; 6. Participation; 7. Internal participation; 8. External participation; 9. Process and project management; 10. Launching the process; 11. Further reading; Part II. Selecting a Facilitator: 12. Launching the process; 13. The workbook; 14. What are our main customer-product groups?; 15. What are our business objectives?; 16. Are we achieving our business objectives?; 17. Have we chosen the right measures?; 18. Using our measures to manage the business; 19. What can we use to drive performance towards our objectives?; 20. Which performance drivers are the most important?; 21. How do we know these drivers are working?; 22. Have we chosen the right measures for the drivers?; 23. Using these measures to drive business performance.