Abstract
There is a well-known adage that “What get’s measured gets done.”1 In recent years many organizations from both the commercial and public sectors have been diligently measuring just about everything that moves in the belief that the simple act of doing so will somehow substantially improve performance.
What’s the use of running if you are not on the right road?
German proverb
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Notes
“Strategic Performance Management in Government and Public Sector Organizations.” A research paper by Bernard Marr, The Advanced Performance Management, co-sponsored by CIPFA Performance Improvement Network and Actuate, 2008, UK. Copies of the study can be downloaded for free from www.an-institute.com.
Bernard Marr and James Creelman, “Outcome-Based Performance Management: Christchurch City Council Drives Toward a Long-Term Strategic Horizon,” Advanced Performance Institute, 2008. Available for free down-load at www.ap-institute.com.
Dr Robert S. Kaplan and Dr David P. Norton, The Balanced Scorecard: Translating Strategy into Action, Harvard Business School Press, Boston USA, 1996.
Dr Robert S. Kaplan and Dr David P. Norton, “The Balanced Scorecard: Measures that Drive Performance,” Harvard Business Review, Boston, USA, January—February 1992.
Dr Robert S. Kaplan and Dr David P. Norton, Strategy Maps, Converting into Tangible Outcomes, Harvard Business School Press, Boston, USA, 1996.
James Creelman, Building and Implementing a Balanced Scorecard, Business Intelligence, UK, 2008.
Dr Robert S. Kaplan and Dr David P. Norton, The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environment, Harvard Business School Press, Boston, USA, 2001.
Dr Robert S. Kaplan and Dr David P. Norton, Alignment: Using the Balanced Scorecard to Create Corporate Synergies, Harvard Business School Press, Boston, USA, 2006.
Dr Robert S. Kaplan and Dr David P. Norton, The Execution Premium: Linking Operations to Strategy for Competitive Advantage, Harvard Business School Press, Boston, USA, 2008.
Bernard Marr, Strategic Performance Management: Leveraging and Managing Your Intangible Value Drivers, Butterworth-Heinemann, 2006.
Bernard Marr and James Creelman, “Using a Strategy Map to Build External and Internal Accountabilities: The Case Of Audit Scotland,” Advanced Performance Institute, UK, 2010. Available as a free download from www.ap-institute.com.
Bernard Marr, Ronan Cregan, Emer Husbands and Gerry Millar, “Measuring and Managing Performance in Local Government, Belfast City Council,” Advanced Performance Institute, UK, 2007. Available as a free download from www.ap-institute.com.
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© 2011 Bernard Marr & James Creelman
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Marr, B., Creelman, J. (2011). Balanced Scorecards: The Journey from Measurement to Strategic Performance Management. In: More with Less. Palgrave Macmillan, London. https://doi.org/10.1057/9780230300408_2
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DOI: https://doi.org/10.1057/9780230300408_2
Publisher Name: Palgrave Macmillan, London
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