Dina Gray – författare

This book is about strategic performance management for the Twenty-First Century organization. In a practical step-by-step approach it navigates readers though the identification, measurement, and management of the strategic value drivers as enables of superior performance. Using many real life case examples this book outlines how organizations can visualize their value creation, design relevant and meaningful performance indicators to assess performance, and then use them to extract real management insights and improve everyday strategic decision making as well as organizational learning.A key focus of the book is the important issue of creating value from intangible assets. Much has been written about the importance of intangible assets such as knowledge, skills, relationships, culture, practices, routines, and intellectual property as levers for organisational success. However, little has been published that tells managers how to do that.This book moves beyond just raising awareness and provides practical tools and templates, gathered in many extensive case studies with world-leading organizations.The key issues the book addresses are:• How do we identify the strategic value drives, especially the intangibles, in our organisations?• How do we understand their strategic value using the powerful mapping tools?• How do we then measure the business performance?• How do we use performance indicators to improve decision making and organisational learning?• How do we align performance reviews and risk management with our strategy?Well grounded in theory and packed with case studies from around the world, this book will function as a guide for managers as well as a reference work for students and researchers. The tools described in this book are not only suitable for leading international corporations, but have been designed to be equally appropriate for not-for-profit organizations, central and local government institutions, small and medium sized businesses, and even departments and business units. The ideas, tools, and templates provided allow managers to apply them straight away and transform the way they manage strategic performance at all levels of their organization.

A clearer, more accurate performance management strategy

Over the past two decades, performance measurement has profoundly changed societies, organizations and the way we live and work. We can now access incredible quantities of data, display, review and report complex information in real time, and monitor employees and processes in detail. But have all these investments in collecting, analysing and reporting data helped companies, governments and people perform better?

Measurement Madness is an engaging read, full of anecdotes so peculiar you''ll hardly believe them. Each one highlights a performance measurement initiative that went wrong, explains why and – most importantly – shows you how to avoid making the same mistake yourself.

The dangers of poorly designed performance measurement are numerous, and even the best how-to guides don''t explain how to avoid them. Measurement Madness fills in the gap, showing how to ensure you’re measuring the right things, rewarding the behaviours that deserve rewarding, and interpreting results in a way that will improve things rather than complicate them. This book will help you to recognize, correct and even avoid common performance measurement problems, including:

Measuring for the sake of measuring Assuming that measurement is an instant fix for performance issues Comparing sets of data that have nothing in common and hoping to learn something Using targets and rewards to promote certain behaviours, and achieving exactly the opposite ones.

Reading Measurement Madness will enable you to design a simple, effective performance measurement system, which will have the intended result of creating value in your organization.

A clearer, more accurate performance management strategy

Over the past two decades, performance measurement has profoundly changed societies, organizations and the way we live and work. We can now access incredible quantities of data, display, review and report complex information in real time, and monitor employees and processes in detail. But have all these investments in collecting, analysing and reporting data helped companies, governments and people perform better?

Measurement Madness is an engaging read, full of anecdotes so peculiar you''ll hardly believe them. Each one highlights a performance measurement initiative that went wrong, explains why and – most importantly – shows you how to avoid making the same mistake yourself.

The dangers of poorly designed performance measurement are numerous, and even the best how-to guides don''t explain how to avoid them. Measurement Madness fills in the gap, showing how to ensure you’re measuring the right things, rewarding the behaviours that deserve rewarding, and interpreting results in a way that will improve things rather than complicate them. This book will help you to recognize, correct and even avoid common performance measurement problems, including:

Measuring for the sake of measuring Assuming that measurement is an instant fix for performance issues Comparing sets of data that have nothing in common and hoping to learn something Using targets and rewards to promote certain behaviours, and achieving exactly the opposite ones.

Reading Measurement Madness will enable you to design a simple, effective performance measurement system, which will have the intended result of creating value in your organization.

A clearer, more accurate performance management strategyOver the past two decades, performance measurement has profoundly changed societies, organizations and the way we live and work. We can now access incredible quantities of data, display, review and report complex information in real time, and monitor employees and processes in detail. But have all these investments in collecting, analysing and reporting data helped companies, governments and people perform better?Measurement Madness is an engaging read, full of anecdotes so peculiar you'll hardly believe them. Each one highlights a performance measurement initiative that went wrong, explains why and – most importantly – shows you how to avoid making the same mistake yourself.The dangers of poorly designed performance measurement are numerous, and even the best how-to guides don't explain how to avoid them. Measurement Madness fills in the gap, showing how to ensure you’re measuring the right things, rewarding the behaviours that deserve rewarding, and interpreting results in a way that will improve things rather than complicate them. This book will help you to recognize, correct and even avoid common performance measurement problems, including: Measuring for the sake of measuringAssuming that measurement is an instant fix for performance issuesComparing sets of data that have nothing in common and hoping to learn somethingUsing targets and rewards to promote certain behaviours, and achieving exactly the opposite ones.Reading Measurement Madness will enable you to design a simple, effective performance measurement system, which will have the intended result of creating value in your organization.

This book is about strategic performance management for the Twenty-First Century organization. In a practical step-by-step approach it navigates readers though the identification, measurement, and management of the strategic value drivers as enables of superior performance. Using many real life case examples this book outlines how organizations can visualize their value creation, design relevant and meaningful performance indicators to assess performance, and then use them to extract real management insights and improve everyday strategic decision making as well as organizational learning.A key focus of the book is the important issue of creating value from intangible assets. Much has been written about the importance of intangible assets such as knowledge, skills, relationships, culture, practices, routines, and intellectual property as levers for organisational success. However, little has been published that tells managers how to do that.This book moves beyond just raising awareness and provides practical tools and templates, gathered in many extensive case studies with world-leading organizations.The key issues the book addresses are:• How do we identify the strategic value drives, especially the intangibles, in our organisations?• How do we understand their strategic value using the powerful mapping tools?• How do we then measure the business performance?• How do we use performance indicators to improve decision making and organisational learning?• How do we align performance reviews and risk management with our strategy?Well grounded in theory and packed with case studies from around the world, this book will function as a guide for managers as well as a reference work for students and researchers. The tools described in this book are not only suitable for leading international corporations, but have been designed to be equally appropriate for not-for-profit organizations, central and local government institutions, small and medium sized businesses, and even departments and business units. The ideas, tools, and templates provided allow managers to apply them straight away and transform the way they manage strategic performance at all levels of their organization.