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Beyond Performance Management: Why, When, and How to Use 40 Tools and Best Practices for Superior Business Performance
There's a bewildering array of management tools out there. And they all promise to help you excel at the toughest parts of your defining your organization's strategic direction, managing customers and costs, and boosting workforce performance. But just 30 percent of these tools deliver as intended.
Why? As Jeremy Hope and Steve Player reveal in Beyond Performance Management, while many tools are sound in theory, they're misused by most organizations. For example, executives buy and implement a tool without first asking, "What problem are we trying to solve?" And they use tools to command and control frontline teams, not empower them-a serious and costly mistake.
In this eminently useful, clear-eyed book, the authors critically review dozens of well-known management tools-from mission statements, balanced scorecards, and rolling forecasts to key performance indicators, Six Sigma, and performance appraisals. They explain how to select the right tools for your organization, how to implement them correctly, and how to extract maximum value from each.
Brimming with rigorous analysis and solid advice, Beyond Performance Management helps you swiftly gauge the value of each management tool, as well as navigate the increasingly crowded field of offerings-so the tools you select deliver fully on their promise.
Why? As Jeremy Hope and Steve Player reveal in Beyond Performance Management, while many tools are sound in theory, they're misused by most organizations. For example, executives buy and implement a tool without first asking, "What problem are we trying to solve?" And they use tools to command and control frontline teams, not empower them-a serious and costly mistake.
In this eminently useful, clear-eyed book, the authors critically review dozens of well-known management tools-from mission statements, balanced scorecards, and rolling forecasts to key performance indicators, Six Sigma, and performance appraisals. They explain how to select the right tools for your organization, how to implement them correctly, and how to extract maximum value from each.
Brimming with rigorous analysis and solid advice, Beyond Performance Management helps you swiftly gauge the value of each management tool, as well as navigate the increasingly crowded field of offerings-so the tools you select deliver fully on their promise.
- GenresBusinessManagement
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First published January 24, 2012
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September 13, 2013
This is a helpful survey of MANY performance management (broad definition) tools, methods and practices. Authors, the late Jeremy Hope, and Steve Player addresses industrial age practices that have limited return on investment, like performance appraisals, or are in a place of myth, like executive compensation. The authors begin by stating that most management tools are either badly chosen or poorly implemented.
Referencing Peter Drucker, “If you want something new, you have to stop doing something old," the book examines current corporate practices in five parts, 1 strategic planning, 2 shareholder and customer value, 3 lean cost management, 4 performance measurement, and 5 performance evaluation.
They review and offer suggestions on such practices and tools as Balanced Scorecard, Customer Relationship Management, LEAN and Business Intelligence, as well as Performance Appraisals.
From the Business Intelligence (BI) chapter, for example, the authors provide history and context for the practice, and current issues, such as how to enable more effective controls in a Sarbanes-Oxley world or how to enable teams to analyze alternative business scenarios. They also provide in-depth case examples, such as how BI systems are enabling fast decisions and real-time control of the business environment, using the example of American Express, who replaced their annual budget with rolling forecasts in 2005, using BI to enable continuous planning, better prioritization of resources, faster response and better risk management.
They also, most helpfully, take a systemic view of the various tools. For example, using BI, they state, "BI requires a change in thinking ...to enable all employees to improve their work, they need access to a wide array of information and not have it dictated to them." They also cover the implication of their statements, including decentralization and control, suggesting the revolutionary idea that "everyone should be able to see the performance of everyone else....to let information flow more freely within the organization, breaking down the silos that departments and division set up to protect their data from others."
Each chapter and practice/tool/method reviewed also includes the question, "What is the performance potential of this practice?" They also offer actions to avoid (with BI, micromanging people, for example), and actions to take, (BI: look for new performance insights, involve as many users as possible), and a conclusion, (BI is dealing the apsiring, adaptive and transparent organization a new deck of cards...with a stunning return on investment, if well-implemented...430% over a five-year period.)
If this book can enable systemic views, much better use of tools in place, and discontinuing low value tools and/or myth-busting the use of such tool, it is well worth leadership attention.
Referencing Peter Drucker, “If you want something new, you have to stop doing something old," the book examines current corporate practices in five parts, 1 strategic planning, 2 shareholder and customer value, 3 lean cost management, 4 performance measurement, and 5 performance evaluation.
They review and offer suggestions on such practices and tools as Balanced Scorecard, Customer Relationship Management, LEAN and Business Intelligence, as well as Performance Appraisals.
From the Business Intelligence (BI) chapter, for example, the authors provide history and context for the practice, and current issues, such as how to enable more effective controls in a Sarbanes-Oxley world or how to enable teams to analyze alternative business scenarios. They also provide in-depth case examples, such as how BI systems are enabling fast decisions and real-time control of the business environment, using the example of American Express, who replaced their annual budget with rolling forecasts in 2005, using BI to enable continuous planning, better prioritization of resources, faster response and better risk management.
They also, most helpfully, take a systemic view of the various tools. For example, using BI, they state, "BI requires a change in thinking ...to enable all employees to improve their work, they need access to a wide array of information and not have it dictated to them." They also cover the implication of their statements, including decentralization and control, suggesting the revolutionary idea that "everyone should be able to see the performance of everyone else....to let information flow more freely within the organization, breaking down the silos that departments and division set up to protect their data from others."
Each chapter and practice/tool/method reviewed also includes the question, "What is the performance potential of this practice?" They also offer actions to avoid (with BI, micromanging people, for example), and actions to take, (BI: look for new performance insights, involve as many users as possible), and a conclusion, (BI is dealing the apsiring, adaptive and transparent organization a new deck of cards...with a stunning return on investment, if well-implemented...430% over a five-year period.)
If this book can enable systemic views, much better use of tools in place, and discontinuing low value tools and/or myth-busting the use of such tool, it is well worth leadership attention.
Displaying 1 of 1 review