Lawrence P. Carr is Professor of Management Accounting at Babson College. He teaches in the Graduate School of Business and the School of Executive Education. His courses include Measuring and Achieving Strategic Results, Management Planning and Control, Strategic Cost Systems and Managing and Measuring Performance. He has served as the Dean of the Graduate School, Curriculum Coordinator for the first year MBA program, and has received the Kennedy Award and the Dean's Award for teaching excellence. He is a management consultant and has published over thirty articles and fifteen teaching cases, and is a co-author of Total Quality Management: A Cross-Functional Perspective, Guide to Cost Management. Prior to his academic career, Dr. Carr spent eighteen years in industry. For eight years he was a Division Controller and Vice President for Kollmorgen Corporation, a publicly held diversified electronics company. As President and CEO of OSRAM, Corp., the U.S. and Canadian subsidiary of OSRAM GmbH, part of Siemens, he developed and managed the dramatic growth (over 31% per year) of this lighting company for eight years. He led the corporation as it established distribution systems and centers, developed a manufacturing facility in the U.S., introduced new product lines to the market and executed two acquisitions. Dr. Carr earned a BA in Psychology from Marist College, an MA in Industrial Administration, an MBA and a Ph.D. from Union College. His consulting clients include Fidelity, Heinz, Accenture, GE, IBM, Siemens, Pitney-Bowes, Xerox, and others. He has been published in Management Accounting, The Journal of Cost Management, Strategic Performance Measurement, International Journal of Strategic Cost Management and Sloan Management Review. Alfred J. Nanni, Jr., is Professor of Management Accounting and Vander Wolk Chair in Management Accounting & Operational Performance at Babson College. His central research interest is performance measurement and strategy execution. He has written a wide variety of articles within this research domain for both academic and practitioner audiences. He is co-author, with J. Robb Dixon and Thomas E. Vollman, of The New Performance Challenge: Measuring Operations for World-Class Competition. Dr. Nanni has also consulted extensively on strategic cost and performance measurement with large manufacturing and service firms. At Babson College, Professor Nanni has taught in the undergraduate, graduate, and executive programs. He was, until 1999, the original Director of the Intermediate Management Core Program, Babson's innovative multi-disciplinary, multi-year core business program for undergraduates. Prior to his arrival at Babson College, Dr. Nanni held positions at the Pennsylvania State University College of Business Administration, and Boston University School of Management. At Boston University, he was Chair of the Accounting Department as well as Director of the Accounting Doctoral Program. Professor Nanni earned a BA (cum laude) from Syracuse University and a M.S., B.A., Ph.D., from the University of Massachusetts, Amherst.

From the reviews: "Whether you're a student or a practising manager, this will prove a useful sourcebook and diagnostic tool for setting priorities, assessing issues and problems, and developing practical solutions. The book sets out ... to provide managers with an insight into how to balance various management techniques and models in order to influence subordinates' behaviours both collectively and individually in the pursuit of strategic goals. ... In summary, this excellent, well-illustrated and easy to read book is a recommended addition to any manager's bookshelf." (Jim Wagstaffe, e.manager, June, 2010)

• I: Delivering Results – Strategy and Execution.- Management as a System.- The Key to Delivering Results.- II: Delivering Results – The Operational Context.- Delivering Results Context.- Organizational Fitness: Culture and Values.- Internal Strategy: Governance Structure.- Internal Strategy: Organizational Structure.- III: Measuring What Matters.- Performance Measurement Systems.- Aligning the MSDR Measurement System with Strategy.- Gaining Strategic Alignment.- Performance and Rewards.- Management as a System: Executing Strategy Through the MSDR.

Lawrence P. Carr is Professor of Management Accounting at Babson College. He teaches in the Graduate School of Business and the School of Executive Education. His courses include Measuring and Achieving Strategic Results, Management Planning and Control, Strategic Cost Systems and Managing and Measuring Performance. He has served as the Dean of the Graduate School, Curriculum Coordinator for the first year MBA program, and has received the Kennedy Award and the Dean's Award for teaching excellence. He is a management consultant and has published over thirty articles and fifteen teaching cases, and is a co-author of Total Quality Management: A Cross-Functional Perspective, Guide to Cost Management. Prior to his academic career, Dr. Carr spent eighteen years in industry. For eight years he was a Division Controller and Vice President for Kollmorgen Corporation, a publicly held diversified electronics company. As President and CEO of OSRAM, Corp., the U.S. and Canadian subsidiary of OSRAM GmbH, part of Siemens, he developed and managed the dramatic growth (over 31% per year) of this lighting company for eight years. He led the corporation as it established distribution systems and centers, developed a manufacturing facility in the U.S., introduced new product lines to the market and executed two acquisitions. Dr. Carr earned a BA in Psychology from Marist College, an MA in Industrial Administration, an MBA and a Ph.D. from Union College. His consulting clients include Fidelity, Heinz, Accenture, GE, IBM, Siemens, Pitney-Bowes, Xerox, and others. He has been published in Management Accounting, The Journal of Cost Management, Strategic Performance Measurement, International Journal of Strategic Cost Management and Sloan Management Review. Alfred J. Nanni, Jr., is Professor of Management Accounting and Vander Wolk Chair in Management Accounting & Operational Performance at Babson College. His central research interest is performance measurement and strategy execution. He has written a wide variety of articles within this research domain for both academic and practitioner audiences. He is co-author, with J. Robb Dixon and Thomas E. Vollman, of The New Performance Challenge: Measuring Operations for World-Class Competition. Dr. Nanni has also consulted extensively on strategic cost and performance measurement with large manufacturing and service firms. At Babson College, Professor Nanni has taught in the undergraduate, graduate, and executive programs. He was, until 1999, the original Director of the Intermediate Management Core Program, Babson's innovative multi-disciplinary, multi-year core business program for undergraduates. Prior to his arrival at Babson College, Dr. Nanni held positions at the Pennsylvania State University College of Business Administration, and Boston University School of Management. At Boston University, he was Chair of the Accounting Department as well as Director of the Accounting Doctoral Program. Professor Nanni earned a BA (cum laude) from Syracuse University and a M.S., B.A., Ph.D., from the University of Massachusetts, Amherst.

From the reviews: "Whether you're a student or a practising manager, this will prove a useful sourcebook and diagnostic tool for setting priorities, assessing issues and problems, and developing practical solutions. The book sets out ... to provide managers with an insight into how to balance various management techniques and models in order to influence subordinates' behaviours both collectively and individually in the pursuit of strategic goals. ... In summary, this excellent, well-illustrated and easy to read book is a recommended addition to any manager's bookshelf." (Jim Wagstaffe, e.manager, June, 2010)

• I: Delivering Results – Strategy and Execution.- Management as a System.- The Key to Delivering Results.- II: Delivering Results – The Operational Context.- Delivering Results Context.- Organizational Fitness: Culture and Values.- Internal Strategy: Governance Structure.- Internal Strategy: Organizational Structure.- III: Measuring What Matters.- Performance Measurement Systems.- Aligning the MSDR Measurement System with Strategy.- Gaining Strategic Alignment.- Performance and Rewards.- Management as a System: Executing Strategy Through the MSDR.

Lawrence P. Carr is Professor of Management Accounting at Babson College. He teaches in the Graduate School of Business and the School of Executive Education. His courses include Measuring and Achieving Strategic Results, Management Planning and Control, Strategic Cost Systems and Managing and Measuring Performance. He has served as the Dean of the Graduate School, Curriculum Coordinator for the first year MBA program, and has received the Kennedy Award and the Dean's Award for teaching excellence. He is a management consultant and has published over thirty articles and fifteen teaching cases, and is a co-author of Total Quality Management: A Cross-Functional Perspective, Guide to Cost Management. Prior to his academic career, Dr. Carr spent eighteen years in industry. For eight years he was a Division Controller and Vice President for Kollmorgen Corporation, a publicly held diversified electronics company. As President and CEO of OSRAM, Corp., the U.S. and Canadian subsidiary of OSRAM GmbH, part of Siemens, he developed and managed the dramatic growth (over 31% per year) of this lighting company for eight years. He led the corporation as it established distribution systems and centers, developed a manufacturing facility in the U.S., introduced new product lines to the market and executed two acquisitions. Dr. Carr earned a BA in Psychology from Marist College, an MA in Industrial Administration, an MBA and a Ph.D. from Union College. His consulting clients include Fidelity, Heinz, Accenture, GE, IBM, Siemens, Pitney-Bowes, Xerox, and others. He has been published in Management Accounting, The Journal of Cost Management, Strategic Performance Measurement, International Journal of Strategic Cost Management and Sloan Management Review. Alfred J. Nanni, Jr., is Professor of Management Accounting and Vander Wolk Chair in Management Accounting & Operational Performance at Babson College. His central research interest is performance measurement and strategy execution. He has written a wide variety of articles within this research domain for both academic and practitioner audiences. He is co-author, with J. Robb Dixon and Thomas E. Vollman, of The New Performance Challenge: Measuring Operations for World-Class Competition. Dr. Nanni has also consulted extensively on strategic cost and performance measurement with large manufacturing and service firms. At Babson College, Professor Nanni has taught in the undergraduate, graduate, and executive programs. He was, until 1999, the original Director of the Intermediate Management Core Program, Babson's innovative multi-disciplinary, multi-year core business program for undergraduates. Prior to his arrival at Babson College, Dr. Nanni held positions at the Pennsylvania State University College of Business Administration, and Boston University School of Management. At Boston University, he was Chair of the Accounting Department as well as Director of the Accounting Doctoral Program. Professor Nanni earned a BA (cum laude) from Syracuse University and a M.S., B.A., Ph.D., from the University of Massachusetts, Amherst.

From the reviews: "Whether you're a student or a practising manager, this will prove a useful sourcebook and diagnostic tool for setting priorities, assessing issues and problems, and developing practical solutions. The book sets out ... to provide managers with an insight into how to balance various management techniques and models in order to influence subordinates' behaviours both collectively and individually in the pursuit of strategic goals. ... In summary, this excellent, well-illustrated and easy to read book is a recommended addition to any manager's bookshelf." (Jim Wagstaffe, e.manager, June, 2010)

• I: Delivering Results – Strategy and Execution.- Management as a System.- The Key to Delivering Results.- II: Delivering Results – The Operational Context.- Delivering Results Context.- Organizational Fitness: Culture and Values.- Internal Strategy: Governance Structure.- Internal Strategy: Organizational Structure.- III: Measuring What Matters.- Performance Measurement Systems.- Aligning the MSDR Measurement System with Strategy.- Gaining Strategic Alignment.- Performance and Rewards.- Management as a System: Executing Strategy Through the MSDR.