Transforming Performance Measurement: Rethinking the Way We Measure and Drive Organizational SuccessPerformance improvement thought leader Dean Spitzer explains why performance measurement should be less about calculations and analysis and more about the crucial social factors that determine how well the measurements get used. Transforming Performance Measurement presents a breakthrough approach that will not only significantly reduce those dysfunctions, but also promote alignment with business strategy, maximize cross-enterprise integration, and help everyone to work collaboratively to drive value throughout your organization. Spitzer’s "socialization of measurement" process focuses on learning and improvement from measurement, and on the importance of asking such questions as:
Performance measurement is a dynamic process that calls for an awareness of the balance necessary between seemingly disparate ideas: the technical and the social aspects of performance measurement. This book gives you assessment tools to gauge where you are now and a roadmap for moving, with little or no disruption, to a more "transformational" and mature measurement system. The book also provides 34 TMAPs, Transformational Measurement Action Plans, which suggest both well-accepted and "emergent" measures (in areas such as marketing, human resources, customer service, knowledge management, productivity, information technology, research and development, costing, and more) that you can use right away. Transforming Performance Measurement tells you not only what to measure, but how to do it -- and in what context -- to make a truly transformational difference in your enterprise. |
Contents
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Routine vs Transformational Measurement | 126 |
The Challenges of Changing Measurement | 127 |
Leading Transformational Performance Measurement | 128 |
Making the Transformation Happen | 132 |
Measurement Leaders | 134 |
The Role of Chief Measurement Officer CMO | 139 |
Learning About and from Measurement | 140 |
The Learning Loop | 142 |
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Fear Also Induces Measurement Dysfunction | 26 |
Measuring the Wrong Things | 29 |
Measuring Looking Good Rather Than Being Good | 30 |
Suboptimization | 31 |
Cheating | 33 |
Measuring Too Much | 34 |
Dysfunctional Measurement and Employees | 35 |
Why Measurement Goes Bad | 36 |
How People Experience Measurement | 38 |
Employees Attitudes Toward Measurement at Work | 39 |
The Context of Measurement | 40 |
Confusing Measurement and Evaluation | 41 |
Purpose | 42 |
Disempowerment | 43 |
The Motivational Use of Measurement | 44 |
Distrust | 45 |
Resistance to Measurement | 46 |
The Challenge Ahead | 47 |
Beginning the Transformation | 48 |
The Four Keys | 51 |
A Roadmap to Success | 55 |
Creating a Positive Context of Measurement | 56 |
The Formal Aspects of the Performance Measurement System | 59 |
The Human Factor | 60 |
The Context of Measurement Continuum | 61 |
A SureFire Indicator of Positive Context of Measurement Change | 62 |
Snapshots from the New Performance Measurement Paradigm | 63 |
The Ongoing Transforming Power of Context | 67 |
The Focus of Measurement | 68 |
Selecting the Right Measures | 69 |
Effectiveness First | 71 |
How Value Is Created and Destroyed | 72 |
Business Models and Strategy | 74 |
Measuring What Matters Most | 76 |
Measuring Intangible Assets | 78 |
HighLeverage Measuring | 79 |
Emergent Measures | 81 |
New Customer Measures | 82 |
Dont Expect Perfection | 84 |
The Next Step | 85 |
The Integration of Measurement | 86 |
The DisIntegrated Organization | 87 |
DisIntegrated Measurement | 89 |
DisIntegrated Data | 90 |
The Balanced Scorecard | 91 |
The Value of Measurement Frameworks | 93 |
Measurement Frameworks and TradeOffs | 96 |
Developing Measurement Frameworks | 97 |
The Need for a CMO | 102 |
The Interactivity of Measurement | 103 |
The Importance of Interactivity | 104 |
Data Information Knowledge and Wisdom | 105 |
The DatatoWisdom Conversion Process | 108 |
Examples of Interactivity to Generate Wisdom | 109 |
The Performance Measurement Cycle | 110 |
The Key to Measurement Interactivity | 115 |
Assessing an Organizations Measurement Capabilities | 116 |
The Challenge of Interactivity Today | 118 |
The Tendency to View Technology as the Panacea | 119 |
Making Progress | 120 |
Measurement Leadership | 121 |
Why Measurement Leadership Doesnt Happen | 122 |
What Happens in the Absence of Measurement Leadership? | 123 |
Transformational Measurement and DoubleLoop Learning | 144 |
Organizational Learning | 145 |
Why Smart People Do Dumb Things | 147 |
How Performance Measurement Can Help | 148 |
Learning New Ways of Thinking About Performance Measurement | 149 |
The Keys to Transformational Learning | 150 |
How Well Does Your Organization Learn About and from Measurement? | 159 |
The Uses and Abuses of Measurement Technology | 160 |
Technology Infatuation | 161 |
The Human Factor | 162 |
The Proper Role of Technology in Performance Measurement | 163 |
Business and Social Architecture | 164 |
Failure to Address the Social Issues | 166 |
Scorecards and Dashboards | 168 |
Adopting and Implementing Measurement Technology | 171 |
Steps for Successful Technology Investment | 174 |
Performance Measurement Maturity | 177 |
Assessing Transformational Performance Measurement Maturity | 180 |
Levels of Performance Measurement Maturity | 188 |
The Transformational Measurement Maturity Assessment | 191 |
Transformational Measures | 196 |
From Exploration to Transformation | 197 |
Taking the Lead in Transformational Measurement | 199 |
The Transformational Lens | 201 |
Transformational Measurement of Intangibles | 204 |
Introducing the Transformational Measurement Action Plans | 211 |
Dont Get Discouraged | 213 |
Transformational Measurement Action Plans | 214 |
2 Customer Engagement | 215 |
3 Customer Delight | 216 |
4 Customer Loyalty | 217 |
5 Customer Relationship | 218 |
6 Voice of the Customer | 219 |
7 Customer Profitability | 221 |
8 Customer Lifetime Value | 222 |
10 Brand Equity | 223 |
11 Intellectual Capital | 225 |
12 Strategic Readiness of Intangibles | 226 |
13 Innovation Climate | 227 |
14 Reputation | 228 |
15 Organizational Trust | 229 |
16 Partner Relationships | 232 |
17 Collaboration | 233 |
18 Productivity | 234 |
19 Organizational Agility | 235 |
20 Waste | 237 |
21 Inventory | 238 |
22 Total Cost of Ownership | 240 |
24 Economic Value Added | 242 |
25 Organizational Intangible Value | 243 |
26 Project Scheduling | 244 |
27 Employee Engagement | 245 |
28 Emotional Intelligence | 247 |
29 Employee Safety | 249 |
30 Employee Presenteeism | 250 |
31 Learning Effectiveness | 251 |
32 Information Orientation | 252 |
33 Information Proficiency | 253 |
34 Knowledge Flow | 255 |
How to Begin Transforming Performance Measurement in Your Organization | 257 |
Notes | 262 |
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