{"product_id":"handbook-of-corporate-performance-management-isbn-9780470669365","title":"Handbook of Corporate Performance Management","description":"\u003cp\u003e\u003ci\u003e\"Companies can gain a real competitive advantage from managing their performance effectively. This book is bristling with ideas, tools and practical examples of how your business can manage performance better.\"\u003c\/i\u003e\u003cbr\u003e \u003cb\u003eMark Baker, Head of Risk and Assurance for Pentland Brands\u003c\/b\u003e \u003c\/p\u003e\u003cp\u003e\u003ci\u003e\"Mike \u0026amp; Pippa Bourne have really covered the field with this book – from the practical tools to the conceptual approaches. A thoughtful but highly practical approach to corporate performance measurement and management.\"\u003c\/i\u003e\u003cbr\u003e \u003cb\u003ePaul Woodward, CEO Sue Ryder - Former CEO Schering UK\u003c\/b\u003e \u003c\/p\u003e\u003cp\u003e\u003ci\u003e\"The theory of corporate performance management is not complicated but putting it into practice is quite another issue. This book explains very clearly the underpinning theory and it also provides examples of how leaders have tackled some of the thorny problems associated with implementation.\"\u003c\/i\u003e\u003cbr\u003e \u003cb\u003eMike Ophield, Managing Director, Crowcon\u003c\/b\u003e \u003c\/p\u003e\u003cp\u003e\u003ci\u003e\"If you are finding it hard to implement your strategy then it's time to read this book. Corporate Performance Management will take you through the tools and approaches to ensure your strategy is executed and to manage the resulting performance.\"\u003c\/i\u003e\u003cbr\u003e \u003cb\u003eAndrew Brodie, HR Director, Faccenda Group\u003c\/b\u003e \u003c\/p\u003e\u003cp\u003ePreface xi\u003c\/p\u003e \u003cp\u003eAcknowledgements xiii\u003c\/p\u003e \u003cp\u003eIntroduction xv\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1. Performance and the Role of Measurement 1\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e1.1 Introduction 1\u003c\/p\u003e \u003cp\u003e1.2 What is good performance? 1\u003c\/p\u003e \u003cp\u003e1.3 Whose perspective? 1\u003c\/p\u003e \u003cp\u003e1.4 Making comparisons 2\u003c\/p\u003e \u003cp\u003e1.5 Present success and future sustainability 3\u003c\/p\u003e \u003cp\u003e1.6 How is performance delivered? 3\u003c\/p\u003e \u003cp\u003e1.7 The roles of a performance measurement system 5\u003c\/p\u003e \u003cp\u003e1.8 The focus of measurement 7\u003c\/p\u003e \u003cp\u003e1.9 The role of management and leadership 9\u003c\/p\u003e \u003cp\u003e1.10 In summary 10\u003c\/p\u003e \u003cp\u003eFurther reading 10\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2. Practical Tools for Measuring Performance 13\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e2.1 Introduction 13\u003c\/p\u003e \u003cp\u003e2.2 Elements of a performance measurement system 13\u003c\/p\u003e \u003cp\u003e2.3 The Balanced Scorecard 15\u003c\/p\u003e \u003cp\u003e2.4 The Performance Prism 19\u003c\/p\u003e \u003cp\u003e2.5 Objectives and success maps 20\u003c\/p\u003e \u003cp\u003e2.6 Designing measures 24\u003c\/p\u003e \u003cp\u003e2.7 Summary 30\u003c\/p\u003e \u003cp\u003eFurther reading 31\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3. Designing the System 33\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e3.1 Introduction 33\u003c\/p\u003e \u003cp\u003e3.2 A four phase life cycle 33\u003c\/p\u003e \u003cp\u003e3.3 Design 34\u003c\/p\u003e \u003cp\u003e3.4 How is this done in practice? 34\u003c\/p\u003e \u003cp\u003e3.5 The debate 35\u003c\/p\u003e \u003cp\u003e3.6 Developing the success map 37\u003c\/p\u003e \u003cp\u003e3.7 Developing the measures 39\u003c\/p\u003e \u003cp\u003e3.8 The next stage 40\u003c\/p\u003e \u003cp\u003eFurther reading 40\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4. Managing Implementation 41\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e4.1 Introduction 41\u003c\/p\u003e \u003cp\u003e4.2 Phases of implementation 41\u003c\/p\u003e \u003cp\u003e4.3 Why does implementation succeed or fail? 41\u003c\/p\u003e \u003cp\u003e4.4 Hurdles and blockers 45\u003c\/p\u003e \u003cp\u003e4.5 Steps to successful implementation 46\u003c\/p\u003e \u003cp\u003e4.6 Conclusion 48\u003c\/p\u003e \u003cp\u003eFurther reading 48\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5. Assessing and Managing Change 51\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e5.1 Introduction 51\u003c\/p\u003e \u003cp\u003e5.2 Change in context 51\u003c\/p\u003e \u003cp\u003e5.3 Assessing resistance to change 53\u003c\/p\u003e \u003cp\u003e5.4 Return on management 54\u003c\/p\u003e \u003cp\u003e5.5 Assessing likelihood of implementation 55\u003c\/p\u003e \u003cp\u003e5.6 Conclusion 58\u003c\/p\u003e \u003cp\u003eFurther reading 58\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6. Target Setting 59\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e6.1 Introduction 59\u003c\/p\u003e \u003cp\u003e6.2 Why do you set targets? 59\u003c\/p\u003e \u003cp\u003e6.3 Ten common problems 60\u003c\/p\u003e \u003cp\u003e6.4 The target setting wheel 62\u003c\/p\u003e \u003cp\u003e6.5 Closing remark 65\u003c\/p\u003e \u003cp\u003eFurther reading 65\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7. Linking Rewards to Performance 67\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e7.1 Introduction 67\u003c\/p\u003e \u003cp\u003e7.2 Pitfalls 67\u003c\/p\u003e \u003cp\u003e7.3 Linking rewards to performance 71\u003c\/p\u003e \u003cp\u003e7.4 Examples 75\u003c\/p\u003e \u003cp\u003e7.5 Summary 78\u003c\/p\u003e \u003cp\u003eFurther reading 78\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8. Managing with Measures – Statistical Process Control 81\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e8.1 Introduction 81\u003c\/p\u003e \u003cp\u003e8.2 Variation and our reaction 81\u003c\/p\u003e \u003cp\u003e8.3 Statistical process control 83\u003c\/p\u003e \u003cp\u003e8.4 Performance and performance improvement 91\u003c\/p\u003e \u003cp\u003eFurther reading 92\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9. Using Measures – Performance Reviews 93\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e9.1 Introduction 93\u003c\/p\u003e \u003cp\u003e9.2 The Performance planning value chain 93\u003c\/p\u003e \u003cp\u003e9.3 Performance reviews 99\u003c\/p\u003e \u003cp\u003eFurther reading 104\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10. Using Measures to Manage – Challenging Strategy 105\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e10.1 Introduction 105\u003c\/p\u003e \u003cp\u003e10.2 Company examples 105\u003c\/p\u003e \u003cp\u003e10.3 Testing success maps in practice 109\u003c\/p\u003e \u003cp\u003e10.4 Testing in theory and practice 113\u003c\/p\u003e \u003cp\u003e10.5 Behavioural issues 117\u003c\/p\u003e \u003cp\u003e10.6 Conclusion 118\u003c\/p\u003e \u003cp\u003eFurther reading 118\u003c\/p\u003e \u003cp\u003e\u003cb\u003e11. Keeping Your Measurement Process up to Date 119\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e11.1 Introduction 119\u003c\/p\u003e \u003cp\u003e11.2 Keeping the process up to date 119\u003c\/p\u003e \u003cp\u003e11.3 When do you update targets? 119\u003c\/p\u003e \u003cp\u003e11.4 Revising measures 122\u003c\/p\u003e \u003cp\u003e11.5 Reviewing the measures in line with your success map 123\u003c\/p\u003e \u003cp\u003e11.6 Reflecting on your strategy 124\u003c\/p\u003e \u003cp\u003e11.7 Challenging strategy 125\u003c\/p\u003e \u003cp\u003e11.8 Overcoming barriers to updating your system 126\u003c\/p\u003e \u003cp\u003e11.9 Summary 133\u003c\/p\u003e \u003cp\u003eFurther reading 133\u003c\/p\u003e \u003cp\u003e\u003cb\u003e12. Measuring Performance of People 135\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e12.1 Introduction 135\u003c\/p\u003e \u003cp\u003e12.2 Essential elements for high performance 135\u003c\/p\u003e \u003cp\u003e12.3 Measuring employee satisfaction and engagement 136\u003c\/p\u003e \u003cp\u003e12.4 Performance appraisals 141\u003c\/p\u003e \u003cp\u003e12.5 HR performance measures 145\u003c\/p\u003e \u003cp\u003e12.6 Acting on results 147\u003c\/p\u003e \u003cp\u003eFurther reading and sources of information 147\u003c\/p\u003e \u003cp\u003e\u003cb\u003e13. Measuring Customers 149\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e13.1 Introduction 149\u003c\/p\u003e \u003cp\u003e13.2 What are you measuring? 149\u003c\/p\u003e \u003cp\u003e13.3 Using customer feedback 157\u003c\/p\u003e \u003cp\u003e13.4 Summary 160\u003c\/p\u003e \u003cp\u003eFurther reading 161\u003c\/p\u003e \u003cp\u003e\u003cb\u003e14. Measuring Process Performance 163\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e14.1 Introduction 163\u003c\/p\u003e \u003cp\u003e14.2 A process framework 163\u003c\/p\u003e \u003cp\u003e14.3 Process measurement 164\u003c\/p\u003e \u003cp\u003e14.4 Key process measures 165\u003c\/p\u003e \u003cp\u003e14.5 Summary 169\u003c\/p\u003e \u003cp\u003eFurther reading 169\u003c\/p\u003e \u003cp\u003e\u003cb\u003e15. Measuring Competence and Resource Development 171\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e15.1 Introduction 171\u003c\/p\u003e \u003cp\u003e15.2 Defining terms 171\u003c\/p\u003e \u003cp\u003e15.3 Why measure resource and competence development? 172\u003c\/p\u003e \u003cp\u003e15.4 A framework for displaying the relationship between 176\u003c\/p\u003e \u003cp\u003eresources and competences\u003c\/p\u003e \u003cp\u003e15.5 Conclusion 183\u003c\/p\u003e \u003cp\u003eFurther reading 184\u003c\/p\u003e \u003cp\u003e\u003cb\u003e16. Measuring Financial Performance 185\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e16.1 Introduction 185\u003c\/p\u003e \u003cp\u003e16.2 A shareholder perspective 186\u003c\/p\u003e \u003cp\u003e16.3 Key shareholder ratios 189\u003c\/p\u003e \u003cp\u003e16.4 Accounting ratios 191\u003c\/p\u003e \u003cp\u003e16.5 Management ratios 194\u003c\/p\u003e \u003cp\u003e16.6 Conclusion 196\u003c\/p\u003e \u003cp\u003eFurther reading 196\u003c\/p\u003e \u003cp\u003e\u003cb\u003e17. Measuring Sustainability 197\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e17.1 Introduction 197\u003c\/p\u003e \u003cp\u003e17.2 What are ‘sustainability’ and ‘corporate responsibility’? 197\u003c\/p\u003e \u003cp\u003e17.3 What are the benefits? 199\u003c\/p\u003e \u003cp\u003e17.4 Building sustainability into your business 201\u003c\/p\u003e \u003cp\u003e17.5 Conclusion 206\u003c\/p\u003e \u003cp\u003eFurther reading and sources of information 206\u003c\/p\u003e \u003cp\u003e\u003cb\u003e18. Creating a Culture of High Performance 209\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e18.1 Introduction 209\u003c\/p\u003e \u003cp\u003e18.2 Creating the right environment 209\u003c\/p\u003e \u003cp\u003e18.3 Creating the right culture 210\u003c\/p\u003e \u003cp\u003e18.4 Recruiting the right people 212\u003c\/p\u003e \u003cp\u003e18.5 What motivates? 214\u003c\/p\u003e \u003cp\u003e18.6 Dealing with underperformers 215\u003c\/p\u003e \u003cp\u003e18.7 Understanding your influence 216\u003c\/p\u003e \u003cp\u003e18.8 Direction setting and engagement 217\u003c\/p\u003e \u003cp\u003e18.9 Communication 218\u003c\/p\u003e \u003cp\u003e18.10 Conclusion 219\u003c\/p\u003e \u003cp\u003eFurther reading 219\u003c\/p\u003e \u003cp\u003e\u003cb\u003e19. Leadership Vignettes 221\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e19.1 Introduction 221\u003c\/p\u003e \u003cp\u003e19.2 Paul Woodward – Chief Executive, Sue Ryder Care 221\u003c\/p\u003e \u003cp\u003e19.3 PY Gerbeau – Chief Executive, X-Leisure 223\u003c\/p\u003e \u003cp\u003e19.4 Richard Boot OBE – IRC Global Executive Search Partners 225\u003c\/p\u003e \u003cp\u003e19.5 David Child 227\u003c\/p\u003e \u003cp\u003e19.6 Baroness Sally Greengross 229\u003c\/p\u003e \u003cp\u003e19.7 Charles Carter 231\u003c\/p\u003e \u003cp\u003e19.8 Nigel Bond – CEO, Domino Printing Sciences 232\u003c\/p\u003e \u003cp\u003e19.9 Mark Lever – CEO, National Autistic Society 236\u003c\/p\u003e \u003cp\u003e19.10 Mike Ophield 239\u003c\/p\u003e \u003cp\u003e19.11 Andy Wood – Chief Executive, Adnams plc 242\u003c\/p\u003e \u003cp\u003e\u003cb\u003e20. Bringing It All Together 245\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e20.1 Introduction 245\u003c\/p\u003e \u003cp\u003e20.2 Performance measurement 245\u003c\/p\u003e \u003cp\u003e20.3 Performance management 246\u003c\/p\u003e \u003cp\u003e20.4 Performance leadership 248\u003c\/p\u003e \u003cp\u003eFurther reading 251\u003c\/p\u003e \u003cp\u003eIndex 253\u003c\/p\u003e  \u003cp\u003e\"All in all, an interesting side-lecture if you want to take a break from the heavy figures finance book.\" (doitinvest.com, March 2012)   \u003c\/p\u003e\u003cp\u003e\u003cb\u003eMIKE BOURNE\u003c\/b\u003e is Professor of Business Performance and Director of the Centre for Business Performance at Cranfield University's School of Management. Before joining academia, Mike spent 15 years in business, with roles in production management, strategy and acquisitions, HR, and general management. He gained his PhD from the University of Cambridge. His current research focuses on corporate performance measurement and management and he has spent the last fifteen years working with companies supporting senior management teams through the process of designing, implementing and using performance management techniques. He has worked with, and been consulted by, a number of organisations including Accenture, Amadeus, BAe Systems, DB Schenker, European Central Bank, Lloyds TSB, McCormick Europe, NHBC, Oki Europe, PWC, Schering, Thales, Tube Lines and Unilever. He has authored over 100 publications and speaks internationally on the theme of business performance. \u003c\/p\u003e\u003cp\u003e\u003cb\u003ePIPPA BOURNE\u003c\/b\u003e is Regional Director for ICAEW, the membership organisation supporting Chartered Accountants around the world. She has an MBA and is a chartered marketer and has experience in marketing and general management roles. In her early business career she held marketing roles in research and analysis. Following this she ran a number of successful profit centres within a university and professional bodies. She used the Balanced Scorecard to enable a culture change within one of these organisations, refocusing the business and improving performance. She is the co-author of \u003ci\u003eBalanced Scorecard – Instant Manager, Balanced Scorecard in a Week, Achieving High Performance, Motivating People and Change Management in a Week, and was an editor of the journal Measuring Business Excellence.\u003c\/i\u003e   \u003c\/p\u003e\u003cp\u003e\u003ci\u003e\"Companies can gain a real competitive advantage from managing their performance effectively. This book is bristling with ideas, tools and practical examples of how your business can manage performance better.\"\u003c\/i\u003e\u003cbr\u003e \u003cb\u003eMark Baker, Head of Risk and Assurance for Pentland Brands\u003c\/b\u003e \u003c\/p\u003e\u003cp\u003e\u003ci\u003e\"Mike \u0026amp; Pippa Bourne have really covered the field with this book – from the practical tools to the conceptual approaches. A thoughtful but highly practical approach to corporate performance measurement and management.\"\u003c\/i\u003e\u003cbr\u003e \u003cb\u003ePaul Woodward, CEO Sue Ryder - Former CEO Schering UK\u003c\/b\u003e \u003c\/p\u003e\u003cp\u003e\u003ci\u003e\"The theory of corporate performance management is not complicated but putting it into practice is quite another issue. This book explains very clearly the underpinning theory and it also provides examples of how leaders have tackled some of the thorny problems associated with implementation.\"\u003c\/i\u003e\u003cbr\u003e \u003cb\u003eMike Ophield, Managing Director, Crowcon\u003c\/b\u003e \u003c\/p\u003e\u003cp\u003e\u003ci\u003e\"If you are finding it hard to implement your strategy then it's time to read this book. Corporate Performance Management will take you through the tools and approaches to ensure your strategy is executed and to manage the resulting performance.\"\u003c\/i\u003e\u003cbr\u003e \u003cb\u003eAndrew Brodie, HR Director, Faccenda Group\u003c\/b\u003e\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47989328904421,"sku":"NP9780470669365","price":65.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780470669365.jpg?v=1761783688","url":"https:\/\/k12savings.com\/es\/products\/handbook-of-corporate-performance-management-isbn-9780470669365","provider":"K12savings","version":"1.0","type":"link"}